Cabe winter 2014

THE MAGAZINE FOR leading BUSINESS EXECUTIVES

CABusinessExecutive Winter 2014

Growing alongside Regina’s Residential Boom

Sterling Plumbing & Heating Ltd.

Holding onto Family and Community in a Big-Box Market

A Family-run Store that’s Passionate about Being Different

Maltese Grocery LTD

Rikas Grocers Ltd.

Cover Story Page 15

Casman Group of Companies

A Home-grown Contractor Building Excellence in People, Service and Community www.canadianbusinessexecutive.com

CABusinessExecutive Managing Editor Felicia Fox Production Manager Brittany Bugaj Production Designers Heather Darazs, Sheryvonn McDonald Staff Writers Molly Shaw, Jeanee Dudley, Camila Osorno, Kelly Matlock, Carrie Bell Advertising Sales director Patrick Rose Executive Director of Editorial Research Mike Richards Director of Editorial Research DC Office Victor Martins Director of Editorial Research Maine Office John Carioti

publisher True Line Publishing PResident & CEO Haj Carr executive Vice President Keyla Carr Director of Operations Karyn Dowty Operations Barbara Grogan Director of Public Relations and Marketing Marcia Giancola

Editorial Letter from the Editor By growing alongside Regina’s residential boom, Sterling Plumbing & Heating Ltd. is making its mark in the industry. The Saskatchewan-based company was founded to cater to the residential new home construction market’s plumbing and heating needs in 2003.

The company could not have launched at a better time, as Regina’s economy quickly took off, bringing success to Sterling Plumbing & Heating Ltd. The trend of substantial growth continues today, ensuring the next generation is able to endure the tradition.

Sterling Plumbing & Heating Ltd. has set a high standard for the local HVAC industry as a regional leader.

Alberta-based Casman Group of Companies continues to provide commercial, industrial and residential contracting services since its founding in 1981. The homegrown contractor prides itself on building excellence in people, service and community above all else. Boasting three specialized divisions and 600 employees, Casman Group of Companies has successfully divided, and conquered the industry. Casmans Group of Companies’ diverse range of services allow the collaborative team to extend a broad range of services and capabilities throughout the province, ensuring domination of the Fort McMurray market.

Maintaining family and community principles within a big-box market has allowed Maltese Grocery LTD to succeed since 1931. Sharing a true passion for food, as well as for the operation itself, the Maltese family has kept Maltese Grocery LTD going strong through four generations. Above all else, the grocer prides itself on high-quality customer service, which is only complemented by the impressive array of specialty products offered. For more than 82 years, Maltese Grocery LTD has been offering customers a unique shopping experience, unlike any big-box store; one that’s instead grounded in family ownership and a commitment to serving the community.

Rikas Grocers Ltd. prefers to be acknowledged as a family-run store that is truly passionate about being different. Operating as AG Valley Foods, the grocer remains a landmark on downtown Invermere’s Main Street since 1998. The family business is now run by a mother and her two sons, which guarantees a true passion to exceed customer expectations will never waver. While the grocer offers a large variety of mainstream items, AG Valley Foods is proud to offer natural, organic and gluten-free items, as well.

Building on 15 years of out-of-the-ordinary shopping, AG Valley Foods will continue stock not only an array of groceries, but a great sense of pride.

— CA Business Executive

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Table of Contents 7 Building with a Better Box

Unusual Modular Designs

The term modular home often brings to mind single-level ranch homes, prefabricated and shipped on a flatbed to a blossoming suburb. While pre-built homes often still fit the description, builders, planners and architects are getting creative. Taking only the loosest definition of modular design, many architects and builders are utilizing repurposed materials or increased portability to turn out high-design, unusual structures.

9 Energy Council of Canada

Developing National Energy Strategies The Energy Council of Canada (ECC) is a non-profit organization comprised of 75 members representing Canada’s energy sectors, all of whom are dedicated to enhancing the effectiveness of national energy strategies. The ECC’s membership spans the gamut of energy producers, energy users, equipment manufacturers, engineering firms, energy associations, financial organizations, legal firms, educational institutes and government departments and agencies, ensuring Canada’s energy-related needs are met.

11 The Canadian GeoExchange Coalition

Expanding Use of Geothermal Systems and Restoring Consumer Trust

The use of geoexchange systems technology, also known as earth energy systems or geothermal heat pump systems, utilizes the Earth’s natural heating and cooling properties. In much the same way that a basement stays cooler in the summer and warmer in the winter, the soil and groundwater several metres below the Earth’s surface are insulated by the Earth above, and therefore can be harnessed to heat and cool entire buildings; thus providing a safe, clean and entirely renewable alternative to traditional oil, gas or coal-powered HVAC systems.

13 The Living Building Challenge Setting a New Precedent for Sustainability

A handful of developers, architects and construction companies are already working together to build the next generation of green buildings; the Living Building Challenge (LBC) aims to ensure saidnew buildings have an ambitious new rating system to match.

4 | CABusinessExecutive Winter 2014

Company Spotlight

Focus on Industry

Casman Group of Companies

Agriculture

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Casman Group of Companies A Home-grown Contractor Building Excellence in People, Service and Community

19

Casman Building Ltd. Alberta’s Trusted Local Residential and Commercial Builder

22

Casman Construction Ltd. Supporting a Thriving Local Economy

34

Interlake Cattlemen’s Cooperative Association Ltd. Building Success for Local Livestock Producers

Construction 36

Bonafide Carpentry Services Ltd. Providing Specialty Construction Services in Three Provinces

Rolling Mix Concrete (B.C.) Ltd. The Family-owned, Local Concrete Experts

Casman MEP Group The Trusted One-stop Shop for full Mechanical, Electrical and Plumbing

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Sector Spotlight 26

52

Team Mixing Technologies The Guts to Grout and Support World-class Mining Operations

Terlin Construction Ltd. Building Unique Interior Spaces

58

Torode Realty Advisors Growing Alongside Alberta’s Ever-expanding Residential Market

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Sterling Plumbing & Heating Ltd. Growing alongside Regina’s Residential Boom

Tri-Gen Construction Ltd. Alberta’s Family-owned Oilfield and Civil Construction Company

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64

Sturgeon Falls Brush & Contracting Making Way for Essential Resource and Construction Development

Fire Suppression

Tampa Hall Ltd. Driving Innovation and Better Building Materials Since 1960

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38

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49

VanderWal Homes & Commercial Group Better Bones Means a Better Building

Fire Suppression Foreward TITLE

28

Bison Fire Protection Inc. A Growing Player in Manitoba Fire Protection

32

M&L Supply Fire and Safety Trusted, Tested Products that Save Lives

Building Unique Interior Spaces, Terlin Construction Ltd., page 55

Sterling Plumbing & Heating Ltd.

Maltese Grocery LTD

Rikas Grocers Ltd.

Growing alongside Regina’s Residential Boom

Holding onto Family and Community in a Big-Box Market

A Family-run Store that’s Passionate about Being Different

In October 2003, Saskatchewan-based Sterling Plumbing & Heating Ltd. was founded to tackle the plumbing and heating needs of the residential new home construction market. Years later, the company proudly continues to satisfy clients needs.

Lisa Maltese, co-owner of Maltese Grocery LTD (Maltese Grocery), is passionate about food and her family-owned and –operated store. “We eat a minimum of three times a day so why not love what you eat,” shares Lisa, who continues sharing this passion with customers – who are more like extended family – since the Ontario-based store’s first transaction.

Sydney-Anne Porter, owner and president of Rikas Grocers Ltd – which operates as AG Valley Foods (Valley Foods) – says she is proud and passionate about her chosen profession. “Find something you love to do, do it well and success will follow,” Porter shares.

Page 41

Page 87

Page 103

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Sroka Group Restaurant Intl. Inc. A Family Legacy of Food Service Excellence

115

The Phoenix Grill Ltd Premium Casual Dining with a Cultural Flair

In the Right Place at the Right Time, Sequoia Company of Restaurants, page 107

67

Verda Paints Ltd. Superior Supplier Service with a Familiar Face

Energy & Power 70

Western Oil Services Ltd. Equipment Installation, Maintenance and Support for the Fuel Industry

85

MacKinnon’s Lobster Pound Ltd. A Prince Edward Island Landmark for Freshly Prepared Seafood and a View to Remember

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Maltese Grocery LTD Holding onto Family and Community in a Big-Box Market

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Food & Drink

Mariner Seafoods Leading Western Canada’s Ground Fish Game with Family Ownership

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95

HFX Sports Bar and Grill Making the Transition from Nightclub to Sports Entertainment Hub

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K & K Foodliners Ltd Service with a Smile and Welcoming Customers as Extended Family

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Korea Food Trading Expanding the Asian Foods Market to a Non-traditional Audience

83

Lynsos Inc. Casual Fine Dining with a Greek-Italian Flare

Maximum Seafood As Fresh as Possible

118

Belt Conveyer Guarding Ensuring a Safe and Efficient Operation

120

Black Bear Flooring Leading Hardwood Flooring Sales and Installation in Ontario

Focus on Geography Ontario 123

Tonda Construction Ltd. Expert Project Management Supporting Research and Development

Alberta

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125

100

British Columbia

Penguin Meat Supply Ltd. Wholesale and Retail for Fine, Natural Meats in British Columbia

Red Barn Country Market Ltd. The Fresh Choice for Specialty Foods in British Columbia

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Rikas Grocers Ltd. A Family-run Store that’s Passionate about Being Different

107

Sequoia Company of Restaurants In the Right Place at the Right Time 6 | CABusinessExecutive Winter 2014

Manufacturing

Thermal Aluminum & Glass Ltd. Commercial and Luxury Residential Window Supply and Installation Services

128

Thompson Valley Erectors Ltd. Comprehensive Industrial Contracting in a Resource-based Region

130

Trans Carrier Ltd. Leading the Market in Equipment and Rig Hauling for the Oil Industry

Building with a Better Box

Unusual Modular Designs Written by Jeanee Dudley

The term modular home often brings to mind single-level ranch homes, prefabricated and shipped on a flatbed to a blossoming suburb. While pre-built homes often still fit the description, builders, planners and architects are getting creative. Taking only the loosest definition of modular design, many architects and builders are utilizing repurposed materials or increased portability to turn out high-design, unusual structures.

The modern modular ranges from tiny offices that fit on a landscaping trailer to sprawling homes made from recycled industrial components. These structures serve many purposes, containing businesses, schools and even hotels. They have a tendency to be more energy efficient and cut down on the time and inconveniences of start to finish onsite construction.

The trend is expanding into a variety of unusual applications across Canada and North America.

According to a 2014 post on Modular Today, numerous Canada companies are providing modular homes and buildings to Ontario, British Columbia, Alberta, Quebec, Nova Scotia and beyond. The consumer review website also lists the 10 Rules of Modular Construction, which entail: learn the modular construction process; do not settle for the first modular manufacturer; understand each modular builder is each unique; accept custom design does not mean crazy design; respect the small details; know modular construction does not mean it is free; realize modular does not help everyone; do not forget it is all about location, location, location; truth that DIY leads to DOH; do not let your guard down.

Repurposed Residences Whether or not Modular Today has all of the answers, it is evident

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Focus On Industry Trends

that Canada is embracing the advantages of unusual modular designs. This is due in part because the use of shipping containers to construct buildings is a practice that has gained popularity over the last decade. The containers are structurally sound, easy to insulate, and can be modified with little effort to add windows, floors and any other standard amenities. The big metal boxes are also abundant, with thousands lying unused in shipyards around the world, which makes them relatively affordable. The containers’ shape is unappealing to some who are worried about living in essentially a large hallway, but sides can be removed for combination.

In their natural shape, many colleges around the world have found that repurposed shipping containers make great dorm rooms. Cite A Docks in Le Havre France, is a four-story dorm comprised of 100 shipping containers. Each unit boasts floor to ceiling windows, kitchens and private baths. The layout features open air walkways and terraces, plenty of space and light, and students say they have been surprised at how quiet the dorms are.

Zigloo Domestique is a 2,000-square-foot shipping container home in Victoria, British Columbia. The three-bedroom house was constructed from eight steel shipping containers and boasts luxury green features. From sustainable materials to energyefficient systems, the house is an environmentalist’s dream. The house recently went up for sale and is the perfect fit for anyone who appreciates a growing, green roof, radiant heating and soybased spray insulation.

Backyard Office The backyard office is a growing trend as the Internet allows more people than ever to work from home. Ecopods is a Toronto-based company that designs and builds modular structures that make perfect offices, guesthouses or just interesting outdoor rooms for entertaining. The Ecopod utilizes the ever-popular shipping container, adding features like a drop down patio, floor-to-ceiling windows, attractive hardwood flooring and built-in desk and storage space to customers’ specifications. The outbuildings are even equipped with solar panels, eliminating the need to run power lines to the office from the grid.

Lorne Woods, an entrepreneur in central Canada developed his business, Outer Space Buildings after constructing several of the backyard office structures for himself. Today the business is growing, as his team offers modular, prefabricated outbuildings in a variety of sizes and specifications. The buildings are in use all over Canada housing art studios, yoga rooms, pool cabanas and home offices. Outer Space creates customized buildings designed to fit in with existing structures on each property. Exteriors are available in several wood types, galvanized steel or siding to match owners’ homes. The inside is also customized with built8 | CABusinessExecutive Winter 2014

ins, flooring and wall options and windows to let the outside in.

Modular building techniques are being put into place in a variety of settings. The lower impact of construction is attractive to people living in established residential areas. Many cities are welcoming modular building in efforts to reclaim vacant lots for redevelopment. Because so much of the structure is already built by the time it arrives to the site, modulars offer a shorter construction time, and a significantly reduced impact on neighbors who often share a wall with the new buildings.

Contractors in Seattle, Wash., installed a modular infill residence in only six hours in 2011; the timeframe has only reduced in the years since. The modern structure boasts high energy efficiency and sustainable materials and was developed by Greenfab, a local prefab business specializing in green homes.

Modular building makes the building process easier, and with new developments has begun to drift from the conventional, mass-produced reputation it has established over the years.

Architects and do-it-yourselfers are continually presenting innovative solutions to spatial and financial quagmires. Builders and buyers are presented with more options than ever for creative and unique homes, offices and more. Utilizing green architectural standards like recycled or repurposed materials, modular building saves time, money and the environment. •

Energy Council of Canada

Developing National Energy Strategies

Written by Felicia Fox

The Energy Council of Canada (ECC) is a non-profit organization comprised of 75 members representing Canada’s energy sectors, all of whom are dedicated to enhancing the effectiveness of national energy strategies. The ECC’s membership spans the gamut of energy producers, energy users, equipment manufacturers, engineering firms, energy associations, financial organizations, legal firms, educational institutes and government departments and agencies, ensuring Canada’s energy-related needs are met.

The ECC is proud to be the Canadian Member Committee of the World Energy Council (WEC), which is the foremost multi-energy organization in the world. WEC covers the entirety of energy-related subjects, including coal, oil, natural gas, nuclear, hydro and renewable sectors through its member committees in nearly 100 countries, of which a majority of the larger energy-producing and energy-consuming countries are included.

Strategic thinking, networking and incessant action drives the ECC. Its members’ desire to fashion a better understanding of national, continental and global energy issues to optimally shape the energy sector to best suite Canada truly shapes the council.

The ECC proudly contributes in a variety of ways to the energy industry by distributing current energy-related information, publishing annual energy reports and stimulating informed energy-related discussions at scheduled energy forums.

According to the ECC’s website, the ECC considers that energy in all forms is of commanding importance – to the well-being of Canadians – to the development of a competitive Canadian economy – to the resolution of growing global concerns.

Canada’s energy sector accepts special importance due to the country’s rich endowment of energy resources. The council acknowledges that these resources play a crucial role in the country’s economic growth and development, while also being

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Focus On Industry Trends

In order to get everyone involved, there is an assortment of ECC memberships to choose from, including corporate members, government members, Canadians associations and a variety of other members depending on the energy-interest relation.

As of the start of 2014, there are 34 corporate memberships within the ECC. This category includes various corporations, commissions, crown corporations and engineering firms that are engaged in, or associated with, energy. Functions for the council’s corporate memberships include the production, transportation, transformation and utilization of energy, in addition to the manufacturing of energy equipment.

Government members are also included in the ECC. This category includes Canadian federal departments and agencies, as well as provincial departments and provincial agencies and regulators with an interest in energy-related topics, which at this time rests at around nine involved parties. Additionally, there are currently 26 Canadian associations with relations in the ECC. The council also maintains special membership categories for education institutions in addition to for individual members within member organizations and for honorary members, which consumates the remaining members of the council.

This Calls for Recognition

one of the country’s dominant exports to feed an energyhungry world.

Working Together to Make a Difference Senior officers from Canada’s leading energy corporations and organizations make up the board of directors who oversee and manage the ECC’s activities. The council is active in sponsoring periodic energy forums and conferences, and contributes directly to the development of energy policy in Canada. The ECC is also responsible for documenting the status of, and the prospects for, the Canadian energy industry, disseminating reports and information and taking lead in broadly-based activities on urgent energy issues.

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In order to extend the level of respect and appreciate, the council established the Canadian Energy Person of the Year Award to recognize leaders in Canada who have made an impact at both the national and international level in the energy industry. Chris Huskilson of Emera Inc. and Ed Martin of Nalcor Energy were recognized as 2013’s Canadian Energy Person(s) of the Year. The annual winner(s) of the award serves as an ambassador of Canada’s energy sector by demonstrating a clear vision and commitment to promoting the sustainable use and development of energy for the benefit of all.

“The Canadian Energy Person of the Year Award recognizes Chris Huskilson and Ed Martin as ambassadors of Canada’s energy sector, demonstrating clear vision and commitment to vibrant and creative energy delivery,” Greg Schmidt, president of the ECC, was quoted saying on the council’s website.

This award is not the council’s only extended inspiration; the ECC has established itself through a variety of outreaches to ensure the council is able to make a positive, lasting impression on Canada’s energy industry. Through its member’s keen strategic thinking, networking and continued action, the Energy Council of Canada will continue to improve the effectiveness of national energy strategies. •

The Canadian GeoExchange Coalition

Expanding Use of Geothermal Systems and Restoring Consumer Trust Written by Carrie Bell

The use of geoexchange systems technology (GXS), also known as earth energy systems or geothermal heat pump systems, utilizes the Earth’s natural heating and cooling properties. In much the same way that a basement stays cooler in the summer and warmer in the winter, the soil and groundwater several metres below the Earth’s surface are insulated by the Earth above, and therefore can be harnessed to heat and cool entire buildings; thus providing a safe, clean and entirely renewable alternative to traditional oil, gas or coal-powered HVAC systems.

Incorporated in 2003, the Canadian GeoExchange Coalition (CGC) is guided by a vision to transform Canada’s HVAC market through such systems. With a vision incorporating the expansion of the market for geoexchange products and services; facilitation of business development in a way that complements participant’s core business; promotion of the CGC’s contribution to Canada’s economy through increased sales, revenues, job creation and enhanced export opportunities; as well as improvement of environmental performance, including the reduction of greenhouse gas emissions, the CGC is well on its way to altering Canada’s market.

The CGC provides information on GXS technology for homeowners, large commercial, municipal and industrial customers alike through a series of presentations, conferences, webcasts and trade shows.

The CGC’s member companies and organizations, which work exclusively with CGC-certified professionals and benefit from the CGC’s national influence, number 250 strong. The CGC has also worked closely with federal and provincial governments to reform policies toward geothermal energy, as well as increase incentives and subsidies to enable homeowners and businesses to make the switch to GXS technology.

What GXS is all About The Earth’s underground energy is transferred from the ground to a building using standard pump and compressor technology. Well water or a heat transfer fluid is then pumped through pipes or loops under the ground, absorbing the underground heat and transferring

it to a heat pump, where it is extracted and used to heat a building.

The only costs for GXS technology are for the system installation and the electricity used to run the pump: the underground energy is completely free.

Often in today’s market, consumers are forced to choose between 11

Focus On Industry Trends

home heating options that are environmentally friendly and those that are economically viable. GXS technology offers both. According to the CGC’s website, GXS “can save the developer or consumer up to 70 percent on their current heating bills,” and often pays for itself in less time than a traditional HVAC system. Additionally, a properly-installed system is expected to perform well, with minimal regular maintenance, for 50 years or more, which is longer than the typical oil or gas-powered furnace.

From an environmental standpoint, GXS technology produces little to no carbon dioxide emissions and is entirely renewable. As a single system needs to move energy no more than a few hundred metres (as opposed to dozens, or even hundreds, of kilometres needed to transport oil), the entire infrastructure surrounding GXS has much less of an impact on the environment, and is cheaper overall for the consumer.

GXS holds other benefits, as well.

Many homeowners report that the comfort level they experience with GXS far surpasses that of traditional heating systems, as such generally runs continuously, rather than intermittently as an oil furnace does. The mechanical components of GXS are all stored indoors, protecting the system from the elements. Additionally, the small size and unobtrusiveness of the system makes GXS ideal for historical restorations. The technology can easily be applied to new construction, or retrofitted to existing structures, as well.

Natural Resources Canada states that “Geoexchange is the most energy efficient, environmentally clean and cost-effective spaceconditioning system available on the market today.”

Despite all of these advantages, GXS technology has yet to really take off in Canada. Many consumers are unaware of the potential benefits of GXS, or are put off by initial costs. The fledgling GXS installation industry has, until recently, suffered from fragmentation, a lack of standardized requirements and certifications. Geothermal energy has generally only been made use of in areas not readily accessible to the more widely-used natural gas. Experts agree that a broader application of geoexchange would hold both economic and environmental benefits for the country. Where to begin the process of raising consumer awareness and developing an infrastructure that better supports homeowners’ transitions to geothermal? That’s where the CGC comes in.

Distributing Information and Protecting the Consumer One of the CGC’s first and most important initiatives is to develop and institute a comprehensive training and accreditation program 12 | CABusinessExecutive Winter 2014

for professionals who install GXS. According to the CGC’s website, the Global Quality GeoExchange Program “is a comprehensive voluntary quality assurance program with the ultimate objective to protect ... purchasers of GeoExchange systems…”

In the past, a lack of across-the-board industry standards gave consumers no way to distinguish between reputable companies and those that were totally unqualified; stories of poorly-installed and maintained systems were unfortunately commonplace. The Global Quality GeoExchange Program was designed to correct this problem and restore consumer confidence.

The Global Quality GeoExchange Program consists of four parts. The first is training for individuals in an area of specialty; separate programs for system installers, vertical loop installers and residential and commercial system designers, reflecting the realistic divisions of labor within the industry today. The second is accreditation for individuals who successfully complete the training and meet certain other requirements, including an examination. The third part of the program is company qualification, assuring that the firms hiring CGC accredited individuals have had their credentials verified and offer the highest level of workmanship. The fourth part is certification of systems, ensuring that a given GXS has been designed and installed exclusively by CGC accredited professionals. The breadth of the Global Quality GeoExchange Program ensures that every possible aspect of GXS installation and maintenance is held to the highest standard of quality.

A counter on the CGC’s website proclaims that there are currently 17,832 CGC-certified systems operating across Canada to-date, and nearly 6,000 professionals have completed the appropriate training programs. Due to the CGC’s effort, consumers can rest assured that GXS are designed, installed and maintained by skillful, qualified professionals, increasing and restoring consumer trust and ultimately allowing Canada to take another crucial step down the path to mainstream reliance on alternative and renewable energy sources.

The CGC’s website also boasts this staggering statistic: “650,000 [GXS] installations are equivalent to taking 840,000 cars off the road, planting 250 million trees, or reducing reliance on imported fuels by 14 million barrels of crude oil per year.” Thanks to the Canadian GeoExchange Coalition, Canada is well on its way to achieving a goal of utilizing geoexchange systems technology. •

The Living Building Challenge

Creating a Relationship between People and Structures Written by Molly Shaw

Canada is raising the standard for sustainably built environments to new heights, in a movement that’s sweeping the nation and transforming all forms of development large and small. Facilitated by the Cascadia Green Building Council (Cascadia), a chapter of the U.S. Green Building Council and Canada Green Building Council (CGBC), the Living Building Challenge (LBC) is a green building certification program that defines the most advance measures of sustainability. According to LBC, projects of this caliber can claim to be the greenest in the world, serving as role models for others to follow suit.

The challenge is comprised of seven performance areas (petals): site, water, energy, health, materials, equity and finally beauty. Each petal is a subdivided to focus on specific spheres of influence, covering nearly every project type from renovations to infrastructure, landscapes to community development.

From Concept to Worldwide Institution The concept for LBC first emerged in the mid-1990s during the development of one of the most advanced sustainable design projects in the world, the EpiCenter in Bozeman, Mont. The project was headed up by Bob Berkebile and Kath Williams and funded by the National Institute of Standards and Technology. Partnering with Berkebile at BNIM, an architectural design firm focusing on LEED-certified projects, Jason F. McLennan led the research and 13

Focus On Industry Trends

technology solutions for the EpiCenter.

Throughout the design process, McLennan began to conceptualize the requirements for Living Buildings. In 2000, BNIM was hired by the David Lucile Packard Foundation to examine the economic and environmental implications of a Living Building alongside the standards of LEED certification.

The findings we’re compiled into the Packard Matrix, which demonstrated that a Living Building is the smartest long-term choice economically. It wasn’t until 2006 that McLennan presented the first version of the LBC to the Cascadia. Three months later, his vision became reality and the LBC was formally introduced to the public.

McLennan’s vision has fostered such global response that in 2009 Cascadia founded the International Living Building Institute (ILBI) as an umbrella organization for LBC and its auxiliary programs. Since then, the movement has taken off in all corners of the world. Groups from Mexico to Ireland, Australia to Germany and Israel, along with a handful of other countries have reached out to learn more about LBC. A Paradigm Shift in Development Since 2009, ILBI has extended the LBC challenge to design professionals, contractors, building owners and to politicians and government officials, encouraging them to remove barriers to new systems of design. “Whether the project is a single building, a park, a college campus or even a full-scale neighborhood community, the LBC provides a framework for design, construction and a relationship between people and aspects of the built environment.” –LBC’s website reads.

Projects can obtain three levels of certification: full certification, petal recognition or net zero energy building certification. The Hawaii Preparatory Academy Energy Lab (HPAE) in Waimea, Hawaii, is one LBC’s zero-net energy case studies. As a high school science building dedicated to the study of alternative energy, the HPAE is educating students in the understanding of environmentally conscious, sustainable living systems.

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Completed in January 2010, the project has achieved both LEED Platinum and LBC certification. From small project rooms to a large research center, to laboratory spaces designed to encourage discovery, exploration and experimentation both indoors and out, the building connects students to the meaning of sustainability through and through, providing a continuous learning experience.

HPAE attains certification through each of LBC’s respective petals of sustainability. The building harvest 6,593 gallons of its own water per year by collecting abundant rain water. An individual wastewater system provides treatment for domestic wastewater onsite infiltration, dispersing the treated wastewater over a larger area.

On the energy front, the power for HPAE utilizes three arrays of photovoltaic panels providing a total of 26.13 kilowatts of solar power, generating an annual total of 38,994 kilo-watt-hours of electricity. Also as an alternative to conventional air conditioning, a radiant cooling system was specifically designed for HPAE. In the evening, water is circulated through thermal roof panels, cooled from the lower nighttime temperatures and stored in a below-grade tank for use as chilled water for air handling units in hot afternoons. In addition, there are 480 sensors in the energy lab measuring and controlling everything from energy and water use to the amount of carbon dioxide in each room. The sensors also monitor and control artificial lighting in relation to natural light and air flow.

The support for LBC continues to grow alongside a prevalent realization for a paradigm shift in how the world designs and builds. According to the CGBC, LBC has swept North America. “There are now more than 60 projects in process from coast-to-coast, pursuing certification under this vigorous performance standard and interest continues to rise.” –CGBC’s website reads. From Vancouver to Victoria, Seattle to San Jose, the Living Building Challenge is creating a symbiotic relationship between people and the buildings we live, work and play in. •

Casman Group of Companies

A Home-grown Contractor Building Excellence in People, Service and Community Produced by James Logan & Written by Molly Shaw Over the last several years, the Casman Group of Companies (Casman) has made a dramatic shift in its overall direction.

“A couple of years ago our focus was in the wrong place,” admits Ben Dutton, CEO of Casman. “We were acquiring other companies and growing too rapidly, to the point where we were actually loosing revenue. Since then, we’ve made a massive strategic shift, focusing on our internal operations and being the best at what we do. We’re rebuilding Casman from

the ground-up, so-to-speak, and it’s actually been a lot of fun.”

Dutton joined Casman in 2010 after leaving Phoenix, Ariz.

“I’m a civil engineer by trade and I also have my MBA,” he notes. “I started my professional career as a civil engineer, but was drawn to construction management. I was looking for the next opportunity and with a little luck I came up north to interview with Casman; the rest is history.”

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Casman Group of Companies

residential builder. In addition, the group of companies also boasts FMR Mechanical/Electrical Ltd., Borealis Mechanical Ltd. and RCI Electrical Services Ltd. Casman’s group of companies allow the collaborative team to extend a broad range of services and capabilities throughout the province.

“We’re a pretty good size for a local company,” shares Dutton.

“We employ 600 people between our divisions and our leadership team understands this market very well. We go as far south as Conklin and as far north as For Hills, Alberta.”

“Our current project resume includes heavy industrial, civil, commercial, light industrial, multifamily and single family residential projects anywhere from $50,000 to $50 million,” adds Dutton.

However, Fort McMurray is much more than just a place to do business for Casman. “We live and work here,” adds Dutton.

“We’re heavily invested and involved in the community.

Our mantra is to build excellence in our people, service and community and we take pride in it.”

Divide and Conquer

Casman Construction anchors the business, specializing in industrial applications, such as concrete foundations. “We’re also good at the not-so-glamorous maintenance contracts and prefabricated units,” reveals Dutton. “We’re becoming more of a one-stop shop for mechanical, electrical and plumbing delivery, offering a more complete scope of services. We also do scaffolding, sandblasting and coatings.”

Casman is divided into specialized divisions, including Casman Construction Ltd. (Casman Construction), a unionized, heavy industrial contractor, and Casman Building Ltd. (Casman Building), a non-union commercial and

Casman Building also supports Casman’s range of clients on the commercial and residential side. “We build under the Cherry Wood Homes brand, which is very successful locally,” remarks Dutton. “We specialize in large, multifamily apartment

No matter how tough the terrain, some will thrive.

Let it be you.

The business landscape’s tough, but our 9,200 oil and gas professionals around the world are up for the challenge.

Learn how we can help you adapt to new climates at ey.com/ca/oilandgas.

16 | CABusinessExecutive Winter 2014

© 2013 Ernst & Young LLP. All Rights Reserved.

The Alberta-based commercial, industrial and residential contractor was founded in 1981 by Norm Castiglione, who remains Casman’s owner today. To Castiglione’s delight, the company has grown into one of the largest local construction companies in Fort McMurray, Alberta.

complexes, anything from a basement to a $50 million, 200unit facility.”

a 170-unit affordable, multifamily living facility, but we’ve completed numerous other projects for Wood Buffalo.”

The company also works with the Family Crisis Living Facility. “Our project management team has worked closely with the Alberta government to allocate the funds to build this important community facility,” notes Dutton.

Casman’s wide range of services and trusted reputation has enabled the company to be widely successful. “There’s more work out there than we can possibly do and our reputation is growing as the guys that can get things done on time and on budget,” explains Dutton. “We have a huge share of the local market, because of the specific expertise we bring to the table. Thanks to that, we’re not chasing revenue. We’re able to pick and choose the jobs we want and bid on the projects we’re best suited for.”

On the industrial side, Casman works with large-scale corporations such as Suncor, Shell and CNRL to build facilities that support oil development and bring jobs to the area. “We set an expectation and meet it,” adds Dutton. “We try to save our clients money; they know we’re Connected to the Community not going to nickel and dime them, so we Ben Dutton, CEO of Casman end up with a lot of repeat business and Casman partners with numerous communitylong-standing relationships. We’ll build driven organizations throughout Fort the team that’s right for the client even McMurray. “One of our biggest supporters is Wood Buffalo Housing and Development [Wood Buffalo], if it means not using our guys and subcontractors instead.” a nonprofit that helps fund affordable housing projects in the city,” adds Dutton. “We’re currently working on Silt Stone, Dutton says the biggest challenge Casman has faced is labor.

Canada's oil and gas industry continues to generate interest around the world - particularly in unconventionals. Shale gas, tight oil and the oilsands are changing the energy dynamic as investors are attracted to long-life reserves, the stable economic, regulatory and political environment, and the transparency and sophistication the Canadian industry is known for.

Achieving great things together.

This pursuit of unconventionals is driving a very active oil and gas transactions market in Canada. After a robust 2012, the trend has continued this year as companies build and strengthen their strategic relationships and alliances to pursue new areas of oil and gas sustainability.

Miller Thomson LLP would like to congratulate Casman Group of Companies on your many successful years in business.

These opportunities bring a number of unique challenges and complexities. It is critical that companies continue to consider and manage these factors in order to successfully execute transactions across the oil and gas value chain and realize their expected benefits.

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Casman Group of Companies

“We try to find qualified Canadians first,” he explains. “Our next bet is to bring in people from outside of the province, everything from general managers to concrete finishers; we have to bring more and more people in.”

Over the next few years, Dutton reveals that Casman is going to continue on a course of internal development. “In 2011 and 2012 our volume was up 40 percent, and I expect more of the same for this year, but we need to focus on doing what we do exceptionally well,” he says. “We won’t be acquiring additional companies or trying to grow disproportionately.

There’s room for some geographical diversification down the line, but not just yet.”

Casman remains dedicated to building excellence in its people, service and community, focusing on a core market of repeat business. Since 1981 Casman Group of Companies has dominated the Fort McMurray market with a range of specialized service. •

18 | CABusinessExecutive Winter 2014

Casman Building Ltd.

Alberta’s Trusted Local Residential and Commercial Builder Produced by James Logan & Written by Molly Shaw

For over 20 years, Casman Building Ltd. (Casman Building) has been serving the Fort McMurray, Edmonton and Calgary regions of Alberta. In recent years, the area has been a hotbed for economic activity. Therefore, Casman Building, a division of the Casman Group of Companies (Casman), has stepped up as one of the region’s go-to experts for commercial and residential construction.

And there’s no one who understands the region better than Jeff Sandeman, general manager of Casman Building. While the other Casman subsidiary companies are anchored by non-native general managers, Jeff is proud to say he was born and raised in Alberta. “I’ve lived in this area my whole life,” he shares. Jeff began working as a laborer for Casman in 1988, when he was 18 years old.

“I thought I was pretty cool with my jackhammer, muscle shirt and flat top,” jokes Jeff. “Now I have all of this work to look after.”

Jeff ’s responsibilities have expanded alongside the growth of the region’s oil industry.

Big Industry and Big Opportunity Today, Casman Building mainly serves the rural municipality of Wood Buffalo within Fort McMurray. “We’re 250 miles away from the nearest city, but the housing and commercial building market has grown exponentially with the rapidly expanding oil boom,” Jeff says. “We have forestry and gateway tourism up here, as well, but the majority of growth is in the oil sands market.”

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Casman Group of Companies

The nonunion commercial and light industrial company operates as a general contractor and construction manager.

“On the residential side, we’re heavily involved in multifamily complexes and tenant fit-outs,” explains Jeff. “On the commercial side, we do commercial warehousing and municipal work.”

The company focuses on professional construction of the highest quality through well-trained, experienced production and construction personnel. “We have about 80 nonunion employees,” shares Jeff. “We utilize computerized management systems for estimating and scheduling for better cost control from start to finish.”

Raising the Residential Roof Jeff says Casman Building’s multifamily business has grown with the inflated cost of living in Fort McMurray. “A 1,400-square-foot home easily costs upward of $700,000 here; you’ll pay $500,000 for a mobile home and $2,500 for a small apartment; so affordable housing is a huge market,” 20 | CABusinessExecutive Winter 2014

he explains. “People simply can’t afford to live here unless they have a good job.”

Casman Building will complete approximately 300 multifamily units in support of the housing need throughout 2013. “We broke ground on the 175-unit Siltstone townhouse

and apartment complex in spring 2013 for the Wood Buffalo Housing and Development organization,” shares Jeff.

One of Casman Building’s largest recent projects is in conjunction with Second Stage Housing. “We began working closely with Second Stage Housing in 2010 to help them acquire a significant amount of government funding through grant research and applications,” adds Jeff. “Once we helped the organization secure the $19 million needed for the 75unit, multifamily Fort McMurray Family Crisis Centre, we fulfilled our role as construction manager.”

Aside from the multifamily market, Casman Building is also the trusted general contractor for the well-known local Cherry Wood Homes brand. “We do anywhere from 40 to 100 single-family homes a year,” reveals Jeff.

As a traditional construction management and general contracting firm, Jeff admits that Casman Building subcontracts nearly all trades. “We use our related Casman sister companies wherever possible, particularly the Casman MEP Group when we need electrical and mechanical work,” says Jeff. “Keeping services in-house saves our clients’ money.”

Although the oil boom has brought big industry and big opportunity for Casman Building, Jeff says it’s more than meets the eye. “The better the economy gets, the more labor challenges we face,” he notes. “Lots of companies want to sell to Fort McMurray, but they don’t want to send their workers here, because they worry they’ll find more lucrative employment in this region. But, as far as this town goes, our employee retention is above average.”

However, Casman Building is different, according to Jeff. “Our people stick around because we offer great educational opportunities,” he adds proudly. “We believe in continuing education and our people appreciate that.”

Jeff sees a bright future for Casman Building, as well as the Casman family of companies, supporting the influx of oil producers. As an Alberta native, Jeff has a feel for the pulse of the region and the kind of trusted service for which Casman Building Ltd. has become well-recognized. •

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Casman Group of Companies

Casman Construction Ltd.

Supporting a Thriving Local Economy Produced by James Logan & Written by Molly Shaw

After 30 years in the construction industry, Dorothy Callihan’s career has taken her far and wide. Less than one year ago, it took her all the way from Arizona to Fort McMurray, Alberta.

“A recruiter found me,” recalls Dorothy, now general manager of Casman Construction Ltd. (Casman Construction).

“She came across my resume and asked if I’d be interested in relocating and I said that I absolutely would. I’ve worked in cold climates and remote locations before, so I was up for the challenge.”

Not long after, Dorothy made the trip to Fort McMurray to join the Casman Group of Companies (Casman) family. “Before joining Casman I was working on a remote project in New Mexico,” she shares.

“I was doing a lot of industrial-grade military housing and facility maintenance.

When I got to Fort McMurray and saw similar construction going on up here with the oil sands I knew it was a good fit.”

Dorothy joined Casman’s specialized construction division and began spearheading the company’s oil sand support efforts. “For me, moving here is like being a kid in a candy store,” admits Dorothy. “There’s so much construction with the oil boom in town; there’s road work, housing, new shopping centers, and it’s all centered on the oil sand development. I can go home and watch two projects taking place right from my window.”

22 | CABusinessExecutive Winter 2014

Going Remote and On-location Casman Construction is a key local player in the everexpanding oil sand industry. The team travels throughout the province performing a variety of remote-camp services. “It’s obviously very remote and spread out up here so it’s not uncommon for us to drive two hours to get to a site,” notes Dorothy.

The specialized division travels where ever project assistance is needed. “There’s a lot of support needed, because the drilling operations are constantly moving,” reveals Dorothy.

“They’re moving trailers, relocating and setting up camps in different locations all the time.

And we’re there to help with the process, from concrete to carpentry and civil construction.”

Dorothy goes on to note that the company’s focus is primarily on facilities maintenance with a heavy emphasis on trailer and mobile facilities. “We have expertise in pouring concrete foundations, grading, heating and hoarding and 24 hour coverage of heaters,” she continues. “We also provide preengineered structural steel building erections.”

Wide-ranging Capabilities For its efficient building systems, Casman Construction works

with Robertson Buildings Systems, a dealer of pre-engineered structures. “We’ve installed buildings from 2,400 square feet to over 20,000 square feet,” shares Dorothy. “These preengineered buildings offer advantages far beyond traditional construction. The cost savings begins on the drawing board and continues for years to come, while providing superior function and efficiency.”

Casman Construction also specializes in cast-in-place concrete and specialty grouts. “Our largest continuous pour to-date is 1,800 cubic metres and our most challenging has been the Vacuum Tower foundation on Suncor’s site, which consisted of 16, 4-foot diameter piles supporting two ring beams,” reveals Dorothy. “Our crews are experienced with all of the challenges of placing and curing concrete in northern Alberta’s harsh winters.”

Over the last several years, oil sand development has rocketed Alberta’s oil resources to international acclaim, earning the resource the nickname black gold; it is estimated that the region will produce at least 5 million barrels per day by 2030.

“Just last month, we were pouring 17 slabs for the Black Gold project,” adds Dorothy. “The project is in the $16 million range for Harvest Energy.”

Casman Construction often relies on other Casman divisions to support its operations. “Our team is made of union trade workers, but we often subcontract work with our Casman MEP Group,” shares Dorothy. “FMR Mechanical Ltd. works under us delivering all of the mechanical services and it helps to have that capability in-house under our Casman umbrella.”

Although Casman Construction is often a subcontractor working under large-scale general contractors, Dorothy sees the company making a transition within the next few years.

“We’re honing our project management skills and I’m learning more about this market,” she says. “It’s very different up here.

Million dollar contracts are based on a handshake; literally a handshake. But once I’m more accustomed to the market and we’ve executed the right projects we’ll be operating more as a general contractor.”

Casman Construction continues to support Alberta’s thriving black gold economy. Backed by the strength of the Casman family of companies, Casman Construction Ltd. offers specialized industrial service that is helping Fort McMurray thrive. •

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Casman Group of Companies

Casman MEP Group

The Trusted One-stop Shop for full Mechanical, Electrical and Plumbing Produced by James Logan & Written by Molly Shaw

For residential, commercial and industrial service, the Casman MEP Group (Casman MEP) encompasses a wide range of capabilities. The Alberta-based specialized division of the Casman Group of Companies (Casman) supports the region with one-stop shop service, assisting sizable general contractors, construction companies, land developers, big-name industrial clients and institutions.

Beau Brooker, general manager of Casman MEP, is an Englandnative who has been in the industry for over 20 years. “I joined Casman back in 2012,” he shares.

“Previously, I owned my own business in London for many years.”

Beau now heads up the subsidiaries that form Casman MEP, including FMR Mechanical Ltd. (FMR), Borealis Mechanical Ltd. (Borealis) and RCI Electrical Ltd. (RCI). The three divisions work together to serve internal Casman operations, as well as external clients in a broad range of industries.

Casman MEP consists of mechanical, electrical and plumbing subcontractors with extensive regional experience. The group primarily serves the Fort McMurray area in the Regional Municipality of Wood Buffalo. However, Beau notes that the company is working on extending its reach. “We’re in the works on a project that’s outside of our normal reach in Calgary,” he clarifies.

24 | CABusinessExecutive Winter 2014

Casman MEP as a whole offers refrigeration, HVAC construction and service, sheet metal fabrication, gas fitting construction and service, air balancing, electrical construction and plumbing construction and service. However, each division has its own set of specific capabilities.

Divide and Conquer Since 1977 FMR has been providing complex plumbing and HVAC systems design and installation for commercial customers in Fort McMurray and surrounding areas. The mechanical and electrical contractor is a union shop signatory to the National Maintenance Council, Sheet Metal Workers’ International Association Local Union and the United Association of Journeymen and Apprentices of the Plumbing and Pipefitting Industry of the United States and Canada. The division’s skilled union tradespeople take great pride in every project, delivering the best in full installations and service with honesty, efficiency, responsibility and an eye for craftsmanship.

In 2004, Casman established Borealis to further expand the company’s scope of service. Borealis is a nonunion shop that carries out Casman MEP’s residential, commercial and industrial plumbing projects. No matter the size of the job, Borealis applies the same level of dedication, reliability and creative solutions.

Finally, RCI, the company’s nonunion electrical contractor, has been providing master electrician service since 2009 when the division was added to the Casman lineup. With a combined experience of over 60-plus years, RCI offers practical solutions in all facets of the construction industry; from development to analysis of design and application, installation, testing and project management.

“The idea of having all three divisions under one roof is to deliver a sort of one-stop shop,” notes Beau. “Through the integration of RCI, FMR and Borealis, we have full MEP capabilities that reduce our overhead and we can pass on that cost savings to our clients.”

Backing the Black Gold Boom Like the rest of the Casman family, Casman MEP has worked hard to support Alberta’s oil sand, or black gold, boom. “We maintain several long-term industrial maintenance contracts with big-name clients in the oil industry,” shares Beau.

The company is currently delivering full MEP service for Stuart Olson and Byron Energy, the plant’s end-user at the $7 million McKay River project. “This is unique for us, because it’s the first time Casman has really operated outside of Fort McMurray,” details Beau. “We’re working on pre-building services in Calgary set to reach completion by March 2014.”

Casman MEP also just recently finished the $4 million Kirby Lake project in conjunction with Bird Construction.

However, Beau reveals the company has a specialty service up its sleeve that will soon be rolling out.

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“We’ve added HDPE fusion to our capabilities,” shares Beau. “It’s a kind of special pipe work installation and we’re the only local, certified installer.

It’s an additional service we’re actively trying to get the word out for.”

Casman MEP continues to hold a wellrespected position in the Alberta region.

“We’ve continued to grow, because we’re locally-owned and full-service with a solid reputation,” says Beau proudly.

The Casman MEP Group rounds out the Casman Group of Companies with expertly executed service and industrytested experience. •

345 Taiganova Crescent Fort McMurray, AB T9K 0T4

25

Fire Suppression

Intelligent Fire Protection

Changing the Face of the Fire Prevention and Suppression Industry Written by Molly Shaw

From schools to hospitals, nursing homes to apartment buildings, datacenters to banks and even mining and forestry operations, when critical facilities require the highest level of fire protection, the fire suppression and prevention industry is stepping up to the plate in terms of improved safety and security. While the industry has remained unchanged for many years, new technology is emerging, improving fire protection and prevention and allowing owners, tenants, employees, students and fire professionals to breathe easier.

Typically, water and fire prevention go hand-in-hand. According to the Fire Suppression Systems Association (FSSA), an organization of manufacturers, suppliers and designer-installers dedicated to providing higher level fire protection, water is still the primary tool to control structural fires. However, with today’s technical sophistication, containing a fire to a single area isn’t enough. Critical facilities require an even higher level of fire protection and the industry is delivering.

A Smarter Fire Safety System No longer is fire extinguisher technology limited to sprinkler systems and pressurized canisters. Today, world-renowned fire alarm manufacturers, such as Siemens, are breaking the traditional mold, pioneering systems that utilize sound, thermal imaging and can even extinguish a blaze without a drop of water, specifically ideal for sensitive information technology and document rooms.

26 | CABusinessExecutive Winter 2014

to easily switch the level of responsiveness. For example, the sensitivity of a detector installed in a rough industrial environment can be decreased on the weekend when the production lines are down, or a university building with an industrial cafeteria and a data center; the all-encompassing product line covers all environments.

From preventing a fire to physically fighting it on the ground, industry technology is advancing on all levels. Task Force Tips (TFT), an Indiana-based nozzle and equipment manufacturer, is aiming to make firefighting more effective and safer for professionals around the world.

Ever since the invention of the fire pump, firefighters have struggled to obtain correct nozzle pressures. Through innovative design, TFT solves this dilemma by constantly adjusting to the varying pressures of the hose line, from fixed, selectable and automatic nozzles, portable or remote control monitors to foam injection and application equipment.

TFT’s state-of-the-art Blizfire HE and Blitzfire Oscillating HE high elevation portable monitor series allows firefighters to go from 10 degrees horizontal to nearly 90 degrees overhead; a gain of some 40 degrees with the same 500 gallons-perminute power and protection of the monitor’s patented safety shut off valve. The design is simple, light weight and highly maneuverable with a low elevation angle, making it suitable for almost any fire ground application.

Even small fires, contained or controlled by a conventional sprinkler system, result in critical operation costs. Most sprinkler systems activate when temperatures reach a pre-set level, often after a fire is established and equipment damage is already imminent. Electrically conductive water-based agents cause current flow, which damages sensitive equipment, resulting in abrupt electrical shutdowns and expensive, tedious cleanup processes.

Siemen’s patented Cerberus Pro fire safety product line backed by proven Advanced Signal Analysis (ASA) technology is one of the systems leading the charge in innovative fire prevention, detecting fires quickly and safely in the most challenging environments. Both Cerberus Pro detector models have two optical and two thermal sensors, allowing them to be employed as fire and heat detectors and additionally equipped with an integrated carbon monoxide sensor.

Devices using ASAtechnology offer reliable fire detection and minimize the incidence of false alarms. The system also has the ability to load multiple parameter sets into the detectors

As the fire suppression industry continues to grow Military scientists are aiming to suppress flames with nothing but sound. In 2008, the Defense Advanced Research Projects Agency (DARPA) launched the first Instant Fire Suppression (IFS) research program, to investigate the nature of fire. In the study, DARPA treats flames as cold plasma, capable of being manipulated with physical forces such as electromagnetic radiation and acoustic waves.

By bombarding the blaze with acoustic waves, the sound disturbs the flame’s fuel source to the point where the speed of vaporization increases until the flames disperse. While the technology is still a long way out, the end term goal is to offer fire suppression devices for use in places like airplane cockpits and ship holds.

In a niche market where there’s always room for improvement, competition is driving the research and development of cutting edge, lifesaving technology. From improving detection at the source to more efficient ways to tame the blaze, the fire suppression and protection industry is gaining ground in advanced technology. • 27

Fire Suppression

Bison Fire Protection Inc.

A Growing Player in Manitoba Fire Protection Produced by James Logan & Written by Jeanee Dudley

Partners Rob Read and Emile Jolicoeur founded Bison Fire Protection Inc. (Bison) in 2001. “We worked for another fire protection company,” explains Read. “They wanted to get out of the suppression business and my partner and I wanted to strike out on our own, so we bought that division and started our own business. We started off with suppression systems for kitchens and shortly afterward added a fire alarm

28 | CABusinessExecutive Winter 2014

division. A few years went by and our customers were asking for sprinklers. We added those services, as well, which has rounded us off pretty nicely.”

With three offices, Bison operates out of locations in Manitoba’s Winnipeg and Thompson, as well as Regina, Saskatchewan. Over the years, the business has added related

services and products, allowing the team’s diverse capabilities to offer clients a one-stop shop for fire protection, a quality that sets Bison apart from other providers.

“There are very few people who do the whole package and many try to specialize in one or the other,” Read elaborates.

“The added advantage is that we are locally owned. We’re positioned better than the big international companies and are able to offer a far more personalized service.”

Read is proud of what Bison has accomplished. “We have added technology developed by another local business, Quantus, for customer relationship management, service, inventory and accounting, so we can manage our jobs like the big guys do, but without their multinational corporate price tags,” he continues. With efficiencies offered by the Quantus operating system, the crew has picked up several large projects over the last few years.

Value in Services Bison’s services are broken down into three major divisions: alarms, sprinklers and suppression. According to Read, the company’s staff of approximately 50 is spread fairly evenly throughout the business. Read is also proud to note that Bison’s experienced technicians install everything in-house, relying minimally on trade contractors. However, the team does have the support of major suppliers, including Ansul and Siemens.

Major clients for the company include big-box stores, such as Wal-Mart and Cabela’s, among others. Commercial services extend into hospitality and multifamily housing, with a number of hotels, condominiums and large apartment buildings in Bison’s portfolio. Read is proud to say that Bison has also found work in the growing industrial resource market.

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Fire Suppression

“We have had some good success with the mining industry,” says Read. “We go into a mine and go underground and every piece of mobile equipment has fire suppression. We have put in quite a few Siemens fire alarm systems underground and they are a world-renowned fire alarm manufacturer. Our team is authorized by Siemens and we have expanded contract sales on them. They have introduced a new panel, the Cerberus Pro, for use in sensitive areas like information technology rooms and document rooms. We are able to go into a business with a server room and install suppression technology that can put out a fire without using water.”

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Embracing a Changing Market Despite economic challenges around the world, Bison is experiencing organic growth. Of course, this growth has not come without challenges. “We are growing from a small to a medium-size company,” says Read. “Moving new inventory and managing service has been challenging, which is why we added the Quantus operating system. It’s something we need to do to grow in our current offices, and it will make bringing new acquisitions into the fold much more seamless.”

Read is quick to note that in order to uphold Bison’s esteemed reputation, the company cannot simply pull anyone on board. “The other issue has been finding quality, trained people,” he elaborates.

“You can get anybody, but we don’t want just anybody. Our employees grow through the system. There are some really great opportunities here. Some of our branch managers started here as green as grass.”

As a business, Bison has a lot to offer both clients and employees. Bison is more than willing to invest in the growth of its team, ensuring crew members gain valuable skills and experience. Despite organic growth, Read plans to keep the business focused on what matters most: people.

“We have been able to merge and acquire some companies, but we aren’t the faceless corporation trying to buy them out,” Read explains. “We want to connect with our customers and with the community, like our involvement with Siloam Mission. You see companies who come in from outside the province; they get the project done and are never seen again, but customers and the community need support. They also need after sales service, as well as warranty. We see our customers regularly while they can’t. We are a part of the community.”

With a people-focused approach, Read and his team are looking forward to further expansion. Read is proud that Bison is slowly building a presence in Saskatchewan and says that leadership plans to open another location in the province soon, as there are also opportunities in northwestern Ontario.

“We plan to expand geographically,” Read notes. “If there are mom and pop operators looking to retire, we’d be happy to go into those markets. We are open to new product lines and clients that are a good fit.” Bison Fire Protection Inc. continues to expand its capabilities and market reach, all while delivering quality products and services. •

At Tyco we share a passion for the advancement in safety and security. Working with distribution such as Rob, Emilie and the team at Bison Fire Protection we complete this with four (4) key values Integrity: We demand of ourselves and each other the highest standards of individual and corporate integrity.

Excellence: We continually challenge each other to improve our products, our processes and ourselves.

Accountability: We honor the commitment we make and take that personally for all those actions.

Teamwork: We foster and environment that encourages innovation and credibility and delivers results through collaboration.

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Fire Suppression

M&L Supply Fire and Safety

Trusted, Tested Products that Save Lives Produced by James Logan & Written by Molly Shaw

In 1993 Mark Prendergast, founder and president of M&L Supply Fire and Safety (M&L), decided to turn his hobby into a life-long career. “I’d been working as a volunteer firefighter for about 18 years,” he recalls. “I loved the line of work so much that I wanted to continue and turn it into a full time position.”

Starting Small In August 1993 Mark and wife Lori started M&L from their kitchen table. “My son was born in August so here I was starting a brand-new business with my pregnant wife; it was kind of crazy,” shares Mark.

“Before starting M&L I was working for a competitor for about a yearand-a-half,” he continues. “I didn’t like his business methods and they way he treated me, so I decided to venture on my own. Some of the suppliers I worked with said they would support me and things started to take off.”

throughout British Columbia, Saskatchewan and Manitoba. “We’re progressing a little into the upper Northeast, but we need to be fully comfortable in the Ontario market before taking on too much,” explains Mark. “Before we go anywhere out of our range we get permission from the manufacturer, because we don’t want to step on the toes of a company who already features the same product line.

It’s about respectful competition.”

Trusted, Industry-tested Products

As M&L has grown, so has the company’s product line, which represents many of the most innovative and dedicated equipment manufacturers in the industry.

“Many of our sales representatives are actually firefighters themselves,” reveals Mark. “They’ve had experiences where the product has either saved their life or made their life easier so they can really sell based on personal experience.”

Angela Puddephatt, Mark Prendergast and Jennifer Vandrish at the 2013 Ladders Up for the Foundation Event

Since then the fire equipment and safety products retailer has grown into a team of 10 sales representatives, six service technicians and a full time office staff of 11 based in Ingleside, Ontario. “The kitchen table was getting a little crowded,” jokes Mark.

Mark says his 24 employees have just as much of a say in M&L as the company’s executives. “I’m not big on titles,” he adds. “I draw on my staff for valuable information daily; their input can overrule me at any time; it’s just as much their company as it is mine. Most of our people have been with us since day one. Some have actually left to become full time fire chiefs or go to school, but most have been here for the past 21 years.”

Today, M&L mainly serves Ontario; however, the company has sold 32 | CABusinessExecutive Winter 2014

Mark also notes that M&L will only add a product to its lineup if it can stand up to testing and high standards. “We get 10 to 12 new manufacturers every year that want us to sell their product, but we won’t do so until it’s gone through a years worth of evaluation,” he explains. “We have to believe in it and if we don’t we won’t sell it. I like to look in the mirror and know I’m doing the right thing, and when I sell a product I can sleep at night knowing it can save a life.”

According to Mark, approximately 80 percent of M&L’s sales are with municipal fire departments throughout the province. “We work directly with fire stations and buy direct from a set network of trusted manufacturers,” he notes. “We are venturing into the mining and forestry industry, as well, because we’ve had to expand as the market gets smaller and more competitive. We’ve found

that products such as thermal imaging units can be used across industries.”

The company sells every essential industry tool from nozzles to saws. “We’re known for our Task Force Tips [TFT] product; it’s one of the fastest growing nozzles in the industry and it comes with an outstanding warrantee,” adds Mark. “It was even featured on the How’s That Made television show.”

M&L also sells the Cutters Edge ventilation saw. “They manufacture this product in a smoky environment and there are extra filters added so it can run with a lack of oxygen,” explains Mark. “We also distribute product for AMCUS, the Jaws of Life manufacturer, from Ontario straight across to the Atlantic Ocean.”

However, Mark says M&L doesn’t supply anything it doesn’t back with full maintenance. “We back our products from cradle to grave,” he says. “We can service it and fix it from the day the product is purchased to the day it’s finally laid to rest. We’re known for the longevity of what we sell. Some fire departments still operate some of the very first products we sold to them.”

An Evolving Industry Although M&L has established itself as a trusted retail and service company, Mark says business is increasingly difficult in a shrinking, highly competitive market. “This is a unique industry, but there are about 10 other companies doing what we do in Ontario alone,” he notes. “Things have changed a lot from the days when a salesman would come directly to the door, now we deal with a frustrating tendering process. You have to get three bids and the CAO to recognize the fire department’s need. Sometimes they don’t understand that cheaper is not better.”

there’s more American buy outs that number is reversed,” he notes.

“We now sell about 85 percent American-made and 15 percent Canadian-made, but we’re still proud to say our products are made in North America” Despite recent challenges, Mark says M&L had an unbelievable year in 2012. “We have our staff and loyal customers to thank for that; without them we wouldn’t be going anywhere,” he shares. “My son is entering the company and our plan is to grow and expand the industrial side and increase our online presence.” Although many things have changed within the industry over the past 21 years, M&L Supply Fire and Safety remains a trusted source for life-saving products. •

Mark adds that there is also a growing number of American companies in the market. “For a long time everything we sold was Canadian-made, but as the global industry gets smaller and

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Interlake Cattlemen’s Cooperative Association Ltd.

Building Success for Local Livestock Producers Produced by Victor Martins & Written by Jeanee Dudley Interlake Cattlemen’s Cooperative Association Ltd. (ICCA) started in 1956, when 10 local cattle producers in central Manitoba came together to work toward improving the market. One year later, the cooperative’s auction mart opened in Ashern, Manitoba, offering a space for local producers to buy and sell livestock. Now, 56 years later, the cooperative is still in operation and successfully mediating the trade.

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ICCA is a cooperative with an elected board of 12 directors representative of the communities surrounding the auction barn. The success of the cooperative can be attributed to the dedicated staff, some of who have been with the association for over 30 years. The company’s day-to-day operations are monitored by Kirk Kiesman, manager of ICCA, as well as Lorne “Buddy” Bergner, head auctioneer, who has been with the business for over 3 decades and is very familiar with all of the producers in the area.

Cooperative Operations ICCA has been at its current location since 1975. The former facility was located in town, but as the operation grew it was decided that being inside town limits was not the best location for a livestock operation. The mart can now hold up to 4,500 head of cattle and has sold as much as 71,000 head of cattle in one year.

Public relations are the most important aspect of the business. ICCA has a reputation of treating everyone fairly and equitably, which is what makes the cooperative so successful. According to Buddy, cattle are sold in the order in which they are received, and ICCA has one of the lowest selling commissions.

Memberships can be bought by producers and member accounts accumulate equity, which is in turn paid out on an annual basis.

Maintaining a Market Benefits of being a member of ICCA include participation in auctions, networking opportunities and access to auctions as a buyer or seller. The cooperative holds auctions every Wednesday, although the crew takes off two months every summer, from mid-June to mid-August. The cooperative

keeps costs down for producers by maintaining a low commission rate; ICCA’s reliable affordability both attracts and maintains memberships.

Working out of a single location, ICCA employs approximately 18 people, although the number fluctuates. “Young ranchers make up much of the staff,” Buddy explains. “It can be tough maintaining staff due to other options and responsibilities.” Still, ICCA maintains a core group of employees who keep the operation running smoothly.

Employee retention is not the cooperative’s only concern. As a generation of ranchers is aging out, ICCA hopes to maintain current numbers in the coming years.

According to Buddy, the numbers of ranchers continues to shrink due to ranches increasing in size.

As the face of the industry changes, ICCA is taking new approaches to retain business. The crew is utilizing online and electronic sales to make selling and purchasing easier. By following these technological trends, Interlake Cattlemen’s Cooperative Association Ltd. is able to continue to provide the same quality services to members it has for over half a century. • 35

Construction

Bonafide Carpentry Services Ltd.

Providing Specialty Construction Services in Three Provinces Produced by James Logan & Written by Jeanee Dudley

Ralph Herlick founded Bonafide Carpentry Services Ltd. (BCS) in 1995 as a small contracting company. For the first several years, Ralph and his team focused on smaller projects, specifically carpentry and general maintenance work.

Ralph’s son, Jeff Herlick, has an actively growing role within the business. “I started off as an installer in 1997,” Jeff explains. “We have expanded the company and are now working on taking the business to the next level. We have gone from projects around the $10,000 range and now we are doing projects over $1 million. No job is too small for us. We are keeping our roots and growing larger.”

Jeff goes on to note that the BCS team performs strictly commercial work, and no residential. “We have done, and

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continue to do, a lot of work with the grocery industry in Manitoba, northwest Ontario and Saskatchewan,” he continues. “We are able to stand out from other contractors in that we are a local, family business. We offer more personal service and we are more familiar with our customers’ needs.

When we are working with grocery store clients, we already know when they’ll want us there, how it’s laid out and what materials to use. If there’s a wall over there that needs painting, we already know what color we’ll need. Prior knowledge and experience are a big plus; our brains are almost full.”

A Strong Customer Base Repeat clients make up almost all of the company’s business.

“Now and then we get new customers and they become repeat

with ceramic tile; it’s pretty high-end. We also did the first liquor mart in a grocery store in Winnipeg in fall 2012. We previously did a tenant fit-up for Safeway and then got the job with the liquor mart to do its space, as well.”

BCS performs almost everything in-house, as far as normal, day-to-day work goes. “We will do floor tiles, ceiling tiles, cabinets, everything,” Jeff explains. “We have a one-stop shop thing going where if we don’t have the capabilities, we have a large connection of specialty trades to help.”

clients,” Jeff laughs. “With our large corporate customers, we are prequalified. If they need work done, corporate will call us to come in and fix things up. Sobeys will give us a floor plan and we can do a complete store remodel with just that one drawing. We work with the Sobeys team to build and finish to its expectations.”

One of the company’s recent larger projects, totaling approximately $1.5 million, was a McDonald’s. “It used to look like a log cabin with a bell tower,” Jeff says. “We basically did an all new exterior and interior renovation.

That was about two years ago and now it looks like a modern McDonald’s. We are doing a lot of general maintenance and repair for them now.”

That is not the only big-name client BCS has earned. “We have recently done three large department store remodels, mostly patch, paint and flooring,” Jeff continues. “We do a lot of work for Home Depot and recently remodeled the washrooms. They have an executive-style washroom

Jeff is proud to note that the company acts as a project manager, coordinator and full general contractor. “At one point we had 21 subtrades under us on one site for the McDonald’s job,” he elaborates. “About six years ago, we started doing more general contractor work, which was new for us. Now we are playing with the way operations works. We had never had anybody in the office answering phones or keeping up with all the paper work before, now we have Sara and that has changed everything. We are now adding more staff to keep everything in-house.”

A Growing Footprint BCS is in a steady pattern of growth, although Jeff notes his team has seen some challenges in a swiftly changing market.

“We deal with competition,” he explains. Right now it’s more about going out to find additional customers to add to our client base. We just picked up a contract with Rexall Drugs a few months ago.”

However, BCS isn’t willing to rest on its laurels. “We are also doing some rebranding,” he continues. “It is important to get our name out, because we have never really advertised before. We do some charity work, which will continue, but that has really been the extent of our public relations. We are building a website, which is taking a little longer than we had hoped. We have some complex design features. We are going to have an online plan room where our partners and subtrades can download and access drawings. We have also redesigned our logo and have had many compliments and some new customers from it.”

With a growing customer base, BCS is expanding its capabilities and market reach. Jeff is working on bringing in more estimators and project managers, and the team is ready to build an addition to the office in order to maintain a larger staff. Jeff and his crew are taking on more than ever before and with the right preparations in swing, Bonafide Carpentry Services Ltd. will continue to grow within the regional market. • 37

Construction

Rolling Mix Concrete (B.C.) Ltd.

The Family-owned, Local Concrete Experts Produced by John Carioti & Written by Molly Shaw

John Paolucci, president of Rolling Mix Concrete (B.C.) Ltd. (Rolling Mix), gets a kick out of driving through downtown Prince George, British Columbia. “I love seeing our green and yellow trucks all over town and having people say they’ve seen them,” he says. “It brings me a great sense of pride.”

John’s father, Joe Paolucci, started the company in 1965, and Rolling Mix has remained a local, family-owned business since. Today John runs the company alongside his mother and

38 | CABusinessExecutive Winter 2014

sister, Paolina Paolucci and Joanne Gialleonardo, respectively, who are also co-owners. “We’re known for our quality and service and we always try to accommodate our customers and be flexible,” John says proudly.

Before the company’s founding, Joe saw an opportunity to bring a concrete, sand and gravel company to Prince George.

“There was another Rolling Mix in Calgary,” explains John.

“With the growth in the mill industry and the addition of

new factories, my father thought it was a great opportunity for another Rolling Mix.” John followed in his father’s footsteps, joining the company fresh out of high school in 1986.

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Pumping, Filling and Setting up Prince George Today, Rolling Mix remains located in Prince George, but the operation has expanded far beyond the expectations of Joe and John. The company’s 40 skilled employees are now capable of traveling approximately 160 kilometers outside of the city, and Rolling Mix has the equipment to get each job done right. “We operate 12 mixers, three pump trucks and four gravel trucks,” adds John.

The company focuses on residential work; however, the team also competes in the commercial arena, as well. “We pump concrete, place landscaping materials and deliver sand, shale and gravel to all areas of Prince George,” shares John. “We do residential projects, such as driveways, patios, basements and home slabs, as well as commercial jobs from building construction, industrial applications and infrastructure replacement.”

The company’s work is evident throughout Prince George.

The team has completed work at the UNBC University Hospital, the courthouse, the Parkwood Mall and the Kordyban Cancer Lodge.

“We’re also experienced in technically challenging, architectural and decorative concrete jobs,” says John. “We just started on the Wood and Innovation Centre in town.

“The overall job is valued at $25 million and we’ve delivered 80 truckloads of concrete for the first Raft Slab.”

The Project that Keeps on Giving But one of the projects that really hits close to home for the Rolling Mix team is at the Northland Dodge Motor Sports Park, a local race track.

The new 720-foot stretch of concrete will guarantee the future of the drag strip is back on solid footing for fans and racers alike.

“When my brother-in-law, Dan Gialleonardo [co-owner], passed away last September from cancer, we agreed to donate the materials and labour to make the $300,000 project possible, because racing was one of his favourite pastimes,” reveals John. “We did the concrete for the starting line and first one-eighth mile on the quarter-mile racetrack and they named the starting line in honour of my brother-in-law.

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They even named the racetrack after Rolling Mix.” The National Hot Rod Association (NHRA) sanctioned track will be dubbed Rolling Mix Concrete Raceway in tribute to Joe who passed away in 1999. “My sister Joanne, Dan’s wife, loved the idea and that the whole concept of the project is to give back,” adds John.

The 6-inch deep concrete replaces a large section of broken, worn-out asphalt that was originally installed in the 1970s.

According to John, approximately 100 loads of concrete were required to complete the job, which will significantly improve track conditions and safety for racers.

The company’s gift will keep on giving and bringing enjoyment to racing fans in addition to providing a source of funding for other local charities. “The whole concept of the Motorsport Park is perpetual giving, like a foundation or annuity,” shares racetrack owner Brent Marshall in a Prince George Citizen article. “You’ve got companies that are sponsoring and paying for the infrastructure for the different events, from vintage motorcycle oval racing to motocross and the proceeds go to five or six local charities they choose, so it will give back every year.”

Of course, John and the team are happy to help contribute.

“The new concrete will allow the track to hold big NHRA events,” John adds. “We like to help the community as much as we can and we thought the project was a really good cause.”

John admits meaningful projects like this really make everything worthwhile, especially when times are tough.

“We’ve really taken a beating from the economy in the last few years,” he reveals. “It’s tough to maintain our employees when the work is sparse. We’ve been relying on a solid network of repeat clients and our reputation in this community.”

40 | CABusinessExecutive Winter 2014

Recession or not, 2015 will mark 50 years in business for Rolling Mix. John plans to continue the family-run company with the same customer care and attention that has allowed Rolling Mix Concrete (BC) Ltd. to achieve a trusted spot in the Prince George market. •

Sterling Plumbing & Heating Ltd.

Growing alongside Regina’s Residential Boom Produced by John Carioti & Written by Molly Shaw

In October 2003, Colin Hodge, co-owner and managing director of Sterling Plumbing & Heating Ltd. (Sterling), founded the Saskatchewan-based company with Jerrod Turgeon and Janice Stochmal to cater to the plumbing and heating needs of the residential new home construction market. The group couldn’t have picked a better time to start the young company, as the economy in Regina, Saskatchewan, began to take off at full speed.

In the Right Place at the Right Time “I started out in plumbing, working with Jerrod and Janice at one of the largest plumbing companies in the region,” recalls Hodge.

“From there I worked for about two years in manufacturing and engineering, traveling across the country for tradeshows and consulting. When things really started to get moving in Regina, we saw a local niche and decided to set up our own shop.”

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42 | CABusinessExecutive Winter 2014

According to Hodge, that was one of the best decisions the trio has made. “Over the past decade, we have been growing and expanding, shifting more and more in-house, we recently moved to a new larger location,” he shares. “We now do a large portion of our own manufacturing of HVAC sheet metal materials at the new facility.”

Business has been so successful for Sterling that Hodge says the biggest hurdle the company has faced is managing growth.

“We’re still a young company,” he says. “Things started with

just the three of us and now we have more than 100 employees and about 50 trucks running in the field.”

Despite growth, the company has worked to build an atmosphere that is both fun and enjoyable. “The biggest issue we have is a shortage of labour because the Regina market is booming, but we’ve established a profit sharing program to attract people,” he continues. “Every employee is an owner and that helps bring new people in and helps us retain our existing labour when there’s a shortage.”

In a market that’s growing so rapidly that help is hard to come by, Sterling has maintained good standing by remaining flexible. “We don’t fall under a specific niche or customer base,” reveals Hodge. “We specialize in new construction, development in the smaller-end commercial and large scale multifamily dwellings, but we also do design-build work for modular apartment buildings for government housing, local contractors, development companies and manufacturers from various parts of the U.S.” Quality Plumbing and Heating Inhouse No matter the client or application, Sterling focuses on quality full service, including maintenance, 24-hour emergency service repairs, hydronic heating, renovations, natural gas fireplaces and retail products. “Our goal is to provide the highest level of customer satisfaction to our customers by delivering quality products and services at a fair price. We take great pride in our work and customer satisfaction is our No. 1 priority. With a staff of more than 100 highly trained and certified technicians, we are ready and able to handle all of your plumbing and heating needs.” –Sterling’s website reads.

“We’re gearing up for a 1,200-unit residential job, which is a sizable amount of construction for Regina at the moment,” adds Hodge. “Even with 43

Construction

growth and tackling large projects, one thing we’ve held on to is keeping service under our own roof. We’ve put a lot of hours into developing our capabilities and if we have a weakness we try to grow in that area or hire someone who is more familiar. We generally don’t subcontract anything out.”

Maintaining for the Long Haul The hours and time spent bringing as much in-house as possible have paid off for Sterling. “We were fortunate in the sense that we started things at the right time, right when the economy in Regina started to take off,” explains Hodge. “But it’s our commitment to quality and our services that have helped us maintain steady growth and a solid position in this market for when the economy levels off.”

Hodge was born and raised in Regina; however, business has taken him all around the country, and in related 44 | CABusinessExecutive Winter 2014

industries, it was the prosperity in his hometown that called Hodge back. “We’ve seen phenomenal growth over the last three years,” he remarks. “I was born here and grew up here,

so it’s especially exciting for me as a business owner to see people from all over the world coming to this area for opportunity.”

Hodge adds that the next generation is next in line for promising opportunities.

“They’re at the point in their lives where they’re asking questions and deciding what educational path they need to take to be involved,” he shares. “This feedback from our families makes us proud and lets us know we are doing something right.”

According to Hodge, the best thing Sterling can do right now is keep pace with the company’s current workload and continue to be regional leader. After just a decade in business, Sterling Plumbing & Heating Ltd. has set a high standard for the local HVAC industry. •

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Construction

Sturgeon Falls Brush & Contracting

Making Way for Essential Resource and Construction Development Produced by Victor Martins & Written by Molly Shaw

The team at Sturgeon Falls Brush & Contracting (Sturgeon Falls) isn’t afraid of getting its hands dirty. In fact, the heavy construction and forest harvesting contractor rolls up its sleeves to tackle some of Ontario’s toughest land-clearing and construction jobs. Since 1976 the company’s versatile, experienced workforce has delivered detail-oriented industrial, commercial, federal and municipal projects with the utmost respect for clients and the environment.

The company is located in Sturgeon Falls, Ontario; the town it took roots in and remains a vital part of today. “Claude Larcher founded the company in the late 1970s,” details Ivan

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Filion, CEO of Sturgeon Falls. “We’ve been providing our services in remote and sensitive sites all across the province for a long time and we’ve built a trusted reputation.”

The company remains in Sturgeon Falls, but is capable of traveling into neighbouring Quebec and Manitoba. “We can really go anywhere, depending on the job,” adds Mike Langevin, director of logistics and client relations for Sturgeon Falls. “We normally have about 75 to 100 employees, but that number can ramp up to about 200, if we have a big project going on.”

Clearing the Way Sturgeon Falls started out by making a name for itself in the land-clearing business, bringing heavy equipment into remote areas with challenging terrain. “That’s how things started in 1976,” shares Mike. “We built access routes, clearing acres for whatever the customer needed. We became known across the

country for this and we still have a reputation as one of the biggest land-clearing companies.”

Mike recalls one of the largest land-clearing jobs the company has performed to-date. “We cleared 100 miles of terrain to bring in a hydro line for a diamond mine,” he details. “100 miles long by 300-feet wide, and we did it in just seven weeks.

We know what we’re doing, because we’ve been at it for so long.”

The company’s signature clearing capabilities remain strong under the contracting division of Sturgeon Falls. “To better serve our customers, we’ve split into three divisions,” explains Ivan. “First, our contracting company, Sturgeon Falls [Brush and Contracting Limited], which provides forestry service, heavy construction and earthwork. Second, the manufacturing side of the business, Sturgeon Falls Brush and Manufacturing Limited, which delivers wood-based products and finally a third company that rents out its equipment with competent and certified operators. We have several hundred pieces of equipment for rental use.”

Essential Industries Through these specialized divisions, Sturgeon Falls supports some of the biggest names in Canada’s flourishing resource industry. “We frequently service multinational companies and large-scale corporations, by the likes of Tembec, Bell, TransCanada, Banister Pipeline, AECON and Home Depot just to name a few,” reveals Mike. “We work closely with the companies that are affiliated with essential resources and utilities, such as hydro power and oil and gas.”

Between the three divisions, Sturgeon Falls self-performs the majority of its work in-house. “We take care of all of the 47

Construction

preconstruction arrangements,” details Mike. “We only outsource professional services, such as engineering and architectural design.”

Mike reveals Sturgeon Falls has been heavily involved in the 407 Expressway project in Toronto. The world’s first all-electronic, barrier-free toll highway, stretches 108 kilometres from Burlington to Pickering. “We had to ramp up to about 200 workers for this job,” he says. “We performed right of way [ROW] clearing for the expansion.” The company has also completed the WindsorEssex Parkway and clearing for Highway 69 and 11.

“We just finished a marina project in Sturgeon Falls for the municipality of West Nipissing,” shares Mike. “We’re very proud of our involvement in this project, because we worked hand-in-hand with the municipality and this site has become a permanent icon of the community. I’ll be retired and be able to sit on a bench overlooking the Marina and think about how we built it.”

While Sturgeon Falls is an expert land clearer, the company is also an expert at making the most of what could be waste and turning it into useable, sustainable building materials. “We’re environmentally friendly,” says Mike. “Anything we cut down we recycle, from a stump to a cedar tree. We produce mulch and turn excess into wood planks at our saw mill.”

Turning excess product into a better building material has been a recent game changer for Sturgeon Falls. “We will be producing high-end, pre-engineered timber frames that are assembled with minimum effort and in minimum time,” reveals Mike. “The timber is dried, precisely cut and assembled with machined dovetailed joints. Our intention is to cater to the very high-end architectural building designers of unique public buildings, such as art galleries, conference centers and stadiums that wish to highlight the natural beauty, strength and versatility of wood.”

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Between pioneering engineered timber frames and making way for some of Canada’s largest infrastructure projects, Sturgeon Falls is on a course of steady growth. “We are evolving from a primary resources-based company into one that will be adding engineering and architectural value to the various wood species that we harvest,” shares Ivan.

Nonetheless, Sturgeon Falls remains grounded in the community delivering high-quality services. “We like to add value in whatever we do and with whoever we partner,” Ivan says. “Currently, we are interested in forging lasting relationship with northern First Nation communities, assisting them with their capacity building goals and supporting the province’s northern growth plan.”

For almost 40 years, the company’s highly skilled team has been delivering environmentally conscious clearing and building solutions that have marked Sturgeon Falls Brush & Contracting as one of the best in Canada. •

Tampa Hall Ltd.

Driving Innovation and Better Building Materials Since 1960 Produced by Chuck McKenna & Written by Molly Shaw

For more than five decades, Tampa Hall Ltd. (Tampa Hall) has been a symbol of building innovation across central Canada. The Ontario-based manufacturer has led the charge in researching, developing and advancing the use of engineered building components in residential, commercial, institutional and agricultural developments throughout Canada, the northeastern U.S. and even Japan for 53 notable years.

Tampa Hall was founded as a cooperative business enterprise by a consortium of prominent southern Ontario builders in 1960. Two of those founding firms, Freure Homes and Tamroth Construction, continue as successful, multigenerational building companies today.

“My father began expanding the business, first from engineered roof trusses to full-scale, manufactured structural

wood framing systems for homes,” shares Jordan Rothwell, now second-generation president of Tampa Hall. “I’ve been in the building industry for most of my life, but I came back to run the company full-time in 2008.”

Committed to the same curiosity and drive to build better as the company’s founders, Rothwell continues Tampa Hall’s tradition of firsts today. The company remains based in Ayr, Ontario, with a team of 50 innovation-driven individuals, allowing Tampa Hall to expand its reach outside of provincial borders.

Building on a Pioneering History In 1953 Tampa Hall’s partner firms, in collaboration with the Central Mortgage and Housing Corporation (CMHC),

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assembled one of Canada’s first gusseted wood-trussed rafters. The 24-footlong roof truss marked a pivotal point in Canadian building material manufacturing and a change in motion for the industry.

As Tampa Hall continued to build on pioneering wood frame construction, the company developed, patented and copyrighted the first-generation, preinsulated air-sealed two-byfour R-Wall in the 1980s. The company now manufactures the next-generation patented Thermal Composite Structural Panel (TCSP) R-Wall.

“The TCSP product is versatile,” says Rothwell. “It is available in a full range of not only stud sizes – including 2-by-4 to 2-by-10 – but also stud spacings, wall heights, exterior sheathing options and thermal resistance values.”

This range enables Tampa Hall to manufacture and supply ready-to-install panels with the exact thermal resistance required by the builder, as well as for the given climate zone and building heating system. According to Rothwell, electrically heated buildings in Ontario require higher resistance levels in the building’s thermal envelope.

The TCSP product is a gamechanger for the company. “Not too long ago, the majority of our walls were manufactured as hollow-cavity, ready-to-install panels, comprising wood studs, plates, lintels, window and door openings and exterior sheathing,” Rothwell explains. “Today those same panels are now increasingly thermal composite, fulfilling both structural and energy conservation functions.”

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50 | CABusinessExecutive Winter 2014

Rothwell and his team have continued the Tampa Hall tradition with ease, and even expanded the company’s reach.

Tampa Hall now also manufactures a range of structural building products, including 84-footlong wood trusses, something that was almost unimaginable in 1960.

Since the company’s inception, the families that own and operate the firm have been delivering a better way to build, starting with structural wood framing systems, including engineered roof trusses, wall panels and floor systems available as a complete framing package.

“We supply these packages to dealers and manufacturers in our domestic and international markets, from the northeastern U.S., especially New York and as far as Japan,” notes Rothwell. “Within our domestic market, we provide components with or without site labour for single-family residences, multifamily housing and institutional buildings.”

Tampa Hall has been building better and smarter long before computers and software simplified the design and manufacturing of trusses. During the pre-CAD and CNC era, the company’s consulting engineers conducted load tests on its early trusses, with results being critical in assuring

each of the company’s customers, as well as building officials that the product was both safe and durable. According to the company’s website, the trusses – then and now – will withstand significantly greater loads than most conventionally framed rafter roofs. According to Rothwell, CAD and CNC are mainstays in the company’s manufacturing systems today.

Since early research conducted by Tampa Hall’s founding partners in the 1950s, the company has played an active role in additional advancements in framing construction technology. Such improvements for the company include: the change from T&G timber decking and sheathing to plywood sheathing for floors, walls and roofs; the switch from framing walls on-site and in the elements to factory manufactured wall panels; the introduction of engineered floor joists, such as metal-plated flat trusses, metal-webbed space joists and wood l-joists; oriented strand board; high strength laminated veneer lumber (LVL), high strength metal framing connectors and machine stress-rated (MSR) lumber.

A Solid Frame First After years of improving building components, Tampa Hall’s core business remains in manufacturing wood framing packages. “We work directly with architects, designers, builders, developers, contractors and framers to ensure your project is on schedule, on budget and conforms to the designers’ specifications,” shares Rothwell.

Tampa Hall offers energy efficient structural wood framing packages for residential single-family homes, multifamily homes, commercial and institutional buildings, heath care facilities and agricultural buildings. “We frame everything from a single-family residence to a multiunit condo,” explains Rothwell. “Individual family homes are often our favorite, because we get to see a high level of direct satisfaction with our customers. A couple of years ago, we were even featured on ABC’s Extreme Makeover: Home Edition for an extensive residential framing system.”

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Despite recent setbacks as a result of the recession and the housing market coming to a near halt, Rothwell says Tampa Hall keeps moving forward. “We have continuous quality improvement driven by our company culture and everything from our supply chain on,” he notes. “We have a tremendous heritage to build on and our high-quality people are looking to continue the tradition.” After half a century in business, Tampa Hall Ltd. remains focused on developing the most efficient, cost-effective and sustainable building materials and systems on the market. •

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Team Mixing Technologies

The Guts to Grout and Support World-class Mining Operations Produced by Sean Barr & Written by Molly Shaw

Tony Reschke, general manager of Team Mixing Technologies (Team Mixing), says his job is the best ever. “I’m a geotechnical engineer by trade, but I love what I do now,” Reschke shares. “We have a dedicated team that develops unique products and we get to work on some of the most cutting-edge projects in the industry. It’s interesting to seeing jobs evolve from concept through design, fabrication and finally, commissioning on-site. Being able to see a product’s full lifecycle is really rewarding.”

Since the early 1990s, Team Mixing has been creating tailored solutions for large-scale mining operations. The British Columbiabased company offers fully automated material handling systems, including high shear colloidal mixers, cemented rock fill plants (CRF), wet or dry mix concrete/shotcrete batch plants, complex pumping, delivery systems and a range of other in-house capabilities backed by a team of talented engineers.

“We were originally part of the Thiessen Team, which was a privately held company, but in 2003 the company was sold to Target Products,” recalls Reschke. “Our model is team manufacturing with a focus on cement mixing and pumping equipment.”

Global Ground Team Mixing is based in Abbotsford, British Columbia, but the demand for high-tech mining and tunneling products brings the company and its 25 employees around the world. “U.S. operations account for about 75 percent of our business, but we’re often 52 | CABusinessExecutive Winter 2014

working overseas, as well,” shares Reschke. “We do all of the design, manufacturing and fabrication of our cement mixing products in-house in Canada, but we travel to sites around the world to provide product support and supervision. We have equipment on every continent except for Antarctica.”

Although Team Mixing doesn’t perform installations, Reschke says the company is there to monitor operations and ensure the equipment is running smoothly. Team Mixing provides

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complete project services from engineering to hands-on training, supported by full CAD documentation, electrical drawings, operation manuals and spare parts.

“We send crews to offer initial support, but we can actually control our machines from our home base in Canada,” he reveals. “We can make adjustments and do live program changes from our office.”

High-profile Projects Team Mixing’s project expertise has earned the company a spot on some of the largest global mining and tunneling operations to-date. “We’re involved in the Alaskan Way viaduct replacement tunnel project, which is a massive undertaking,” shares Reschke. “To construct the road tunnel under the city of Seattle the project team is using the world’s largest tunneling machine, which will dig a 17.5 metre wide tunnel. We’re supporting the project with a grout plant, which fills in the voids behind the concrete segments as the tunnel machine digs deeper. In Seattle, you don’t want the ground to settle beneath high-rise buildings, so our efforts are extremely important.”

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Team Mixing is also gearing up for a large-scale tunneling project in Turkey. “From Istanbul, this project will connect Europe and Asia,” adds Reschke. “Engineers are planning to tunnel 106 metres below sea level and it’s the highest pressure a slurry type tunneling machine has ever faced. Our mixing plant should arrive in about four weeks and we’ll be training operators on the set up and setting up a communication network.”

From Istanbul to London, Team Mixing is also part of the Crossrail east-west extension of the city’s subway system.

“Eight tunneling machines are working on this project and we’re supplying grout for six of the eight, which we’re very proud of,” notes Reschke. “This is the largest infrastructure project in Europe right now.”

Reschke adds that the technology Team Mixing utilizes is actually nothing new. “The colloidal mixer is a British invention that’s about 80 years old,” he says. “We’ve taken it to a whole new level with modern automation and the magnitude of capabilities. We’re affiliated with Colcrete Eurodrill out of the U.K. and our initial designs came out of an arrangement with them.”

Even with the onset of the recession, Reschke says Team Mixing’s business has remained strong. “We haven’t really had a hiccup, because we’re in a niche market,” he adds. “When the economy crashed in 2008 our sales were still skyrocketing.

As long as China and other key players continue consuming, there’s always a demand for raw materials and infrastructure additions or improvements.”

Reschke admits Team Mixing’s biggest challenge is finding a pool of young engineers. “We’re only as good as our people,” 54 | CABusinessExecutive Winter 2014

he says. “We’re hoping to hire more engineers so we can expand, but there’s been a bit of a bottle neck. It’s hard to find people with experience, but we have a core group of employees who’ve been here for a long time and we’re training the next wave. We need to grow as far as manpower.”

Reschke also plans to double the shifts at the company’s fabrication shop. “As we continue to grow, we’ve had to subcontract our fabrication and raw steel work, but I want to bring it back in-house with more Team Mixing people,” he adds.

Reschke continues to take the challenges – the good and bad – while still loving his line of work. For decades, Team Mixing has supported the mining and heavy civil construction industries with expertly engineered support products.

With more global expansion on the horizon, Team Mixing Technologies looks to a trusted team and specialized niche for further success. •

Terlin Construction Ltd.

Building Unique Interior Spaces Produced by Chuck McKenna & Written by Jeanee Dudley

In 1989 Terry McLaughlin quit his job and founded Terlin Construction Ltd. (Terlin) as the first general contractor to focus exclusively on commercial retail construction. Over the next two decades, Terlin evolved and developed as a leader and innovator in full service interior construction for commercial, institutional and health care clients.

“Over 20 years ago, the Ottawa area retail industry had a problem,” McLaughlin explains. “The retail industry was doing well and expanding. The problem was that while there was sufficient retail space, it was not suited to the tenant’s purpose – it was a box. Specialized fit-up or interior design and construction services were sorely needed. There was no shortage of construction companies in the area, but they were focused on general construction.”

McLaughlin seized the opportunity. He saw the need for specialized interior construction services to provide unique and high-end retail spaces on the schedule that a competitive retail sector demanded, which Terlin has since proudly delivered.

“Our niche is retail interiors for national chains,” he explains.

“We do really detailed work. There are a lot of great contractors who build buildings, but our work is more detailed. The stores we do in shopping centers are real creations, it’s an art.

The building is a box and we make it more than that.”

McLaughlin is proud of his team, as well as Terlin’s highquality service, but at the same time he admits that technology plays a role in the company’s success. “The technology in these interior spaces is incredible,” he says. “There are different woods, fabrics, glass, LED displays and various plastic products that are available that really bring these stores together.”

According to McLaughlin, the company is a step above its competitors. “What sets us apart is our service level,” he

continues. “I’m sure a lot of people say that; however, I think we have proven it. We have long-term relationships with major national clients. We have been working with Shoppers Drug Mart for 20 years as a premium contractor in eastern Ontario and throughout Canada.”

Building Relationships Terlin operates out of a recently expanded location in Ottawa with an office and shop on the premises. “We have our own millwork manufacturing,” says McLaughlin. “We have around 12 people working in the shop, 12 in the office and 55

Construction

us to maintain a strong working relationship. It is really no different on the other end. You have to be there when the clients need you and anticipate problems that might come up, which may cause stress, whether logistical or financial. It is simple stuff, but some people get busy, miss the boat and lose customers.”

A Growing Portfolio McLaughlin says the most exciting part of his work is winning new contracts. “I get involved with estimating,” he elaborates.

“We do a final check before all tender goes out. I love a challenge. That’s the fun part; the rewarding part is having a happy customer. We want our clients to feel that they have received better service and better quality workmanship than they expected. Of course, we expect reasonable margins, but making people happy is the most important part of our work.”

20 to 30 people on-site. On any given day we work with 100 to 150 additional people through our subcontractors. That makes us responsible for roughly 200 people every day spread between 10 or so sites.”

The Terlin team performs rough carpentry, woodworking and fixtures in-house. “With fixture assembly, it depends on the store, but most of what we do is custom work, not offthe-shelf products, that takes experience to install properly,” McLaughlin explains. “A majority of the money on any job goes to mechanical and electrical work, which we sub out.

They use a lot of expensive equipment, unlike paying your painters, which is a less expensive part of the contract.”

While McLaughlin and the management team focus on client relationships, the rest of the staff builds and maintains relationships with subcontractors. “On both ends, the relationship is important,” McLaughlin explains. “If the subs get busy, you want to be the person they want to work for.

Paying our bills on time and treating our subs properly enables

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It is evident that McLaughlin enjoys what he has created at Terlin. “It’s exciting for us to get together with a client who is building their first, second or third store,” he continues. “It’s a whole learning experience. We rely on repeat business and very often we will build store 27, which is exactly the same as the last 26.”

With real heart and passion behind every project, the company has amassed an impressive portfolio. Terlin’s recent projects include work at the Canadian Tire Centre Suites, which involved the construction and renovation of dozens of luxury suites. Regionally, Terlin has worked with the Senate Club, Sensations, Bert’s Bar and the Bell Zone.

A collection of loyal customers throughout the region and across the country is the company’s ace in the hole. Working with long-standing client, Shoppers Drug Mart, Terlin has performed complete interior construction for the opening of dozens of new stores.

Surviving a Changing Market Terlin is on an upward trend after a rough year. “Until July 2013, the market had been slow,” McLaughlin explains. “The previous year was the worst in 23 years. Our biggest concern is keeping the volume consistent and keeping the company sustainable, while keeping the people employed. During the downturn, we spent money keeping people employed.

Without them, this company is nothing. Fortunately, the future looks promising. Terlin is on track for the best year ever. We have been very busy and hired new staff, all of them superstars.”

For Via Rail, Terlin renovated a 50-year-old train terminal, which involved intricately designed millwork, granite tops, glass skirts and perforated metal screens that required precision manufacturing and installation. “Ticket sales kiosks, seating, lounge areas and every public and staff washroom were replaced or renovated,” McLaughlin explains. “This was all while the busy terminal provided uninterrupted rail service to thousands of passengers.”

To compensate for the changes that are beyond the company’s control, Terlin has placed more emphasis on marketing and reinforcing customer relationships. “We are trying to work on efficiency, because the margins are squeezed now,” says McLaughlin. “Competitors are afraid things will slow down again, so they have been bidding jobs at tighter margins. We have to increase volume to meet the bottom line. Margins aren’t where they were. The world is changing.”

With the worst in the past, McLaughlin and his team are forecasting consistent growth of between 20 and 25 percent over the next few years. As Canada remains stable, and with the help of an enthusiastic and committed team, McLaughlin is looking to continue the company’s strategic expansion with the introduction of structural services over the coming year.

As the company applies its time-tested formula of leveraging opportunity, attention to detail and cultivating loyal clients and staff, Terlin Construction Ltd. continues to set the stage for years of sustained growth and profitability. •

Getting it Right for YOU !

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Escape Fire Protection architects & engineers work with you to design and install fire protection systems that meet your business needs.

Escape Fire Protection has been providing fire protection products and services since 1994. We have the experience in designing automatic fire protection systems and are well established in the fire protection industry. Our experienced design team provides you with the highest quality products and services to meet the needs of both the residential and commercial building environments.

Telephone 613-830-4308

www.escapefire.ca

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Torode Realty Advisors

Growing Alongside Alberta’s Ever-expanding Residential Market Produced by Sean O'Reilly & Written by Molly Shaw

In recent years, Alberta’s population has skyrocketed. According to new figures from Statistic Canada, as of July 2013, the provincial population now tops 4 million. The 1.08 percent growth rate in three months and influx of over 42,800 people in the last three months is the highest of any Canadian province.

One Alberta-based company that is supporting the population boom is Torode Realty Advisors (Torode). “We’re in a very interesting, dynamic market, every day is a new deal and there are so many new projects,” reveals John Torode, president and

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founder of Torode. “We’re knocking down strip centers that were only built 10 years ago, because the land is much more valuable as residential property and there are several new office towers with over 5 million feet of space just underway.”

Matching a Dynamic Market The influx of young professionals in the province, particularly in Calgary, is a direct result of the country’s thriving oil industry.

“Thousands of young people have come to the city in the last

two years, everyone from engineers to senior officers and even foreign hires,” shares John. “Calgary is the oil center of Canada and the second largest corporate office city in the country. Banking is big, there’s an airport expansion taking place and construction and infrastructure projects everywhere. Calgary now has the highest number of head offices per capita.”

recently, we’ve been focusing on attractive, modern apartment units,” explains John. “On behalf of investors, we work alongside general contractors. We’re the point man that deals with contractors and trades and we work hand-in-hand to create a relationship and manage costs effectively.”

As important as fostering relationships with contractors and subcontractors is Torode’s interaction with global manufacturers. “We’re buying as much as we can that’s factory made, from kitchens to wardrobes and wall panels; we’re trying to streamline the process,” explains John. “The last development we did, construction took 12 months and the next one will take us 10 months. We’re getting better at this niche with each project.”

Torode has been filling Calgary’s real estate development needs for over 40 years. John, who was actually born in Texas, founded the company in 1973; 10 years ago, after years in the brokerage business, he started doing development.

“I’ve been in this market for a long time,” he notes. To-date Torode has syndicated over $600 million worth of commercial real estate to private investors: years of experience that prepared John to lead the residential development charge in Calgary.

“We’re a commercial and residential developer, but more

A Residential Revival & Relationships With young professionals moving to Calgary and other cities in Alberta, John says there’s no shortage of work. “We just finished phase two of a 140-unit complex,” he notes. “And we just started

CRC Ltd. is a company that will meet all of your custom, residential and commercial needs. With over 25 years of experience, CRC Ltd.’s projects are showcased from right here in Calgary and the Alberta Foothills area to Northern Canada, The Eastern Provinces to the west coast and back.

Visit our showroom at Bay 5, 109 Fisher Stockton Point, Okotoks, Alberta!

Mailing address: Box 15 Site 12 RR 1, Millarville, Alberta T1S 1R3 Tel: 403-648-1928 Web: www.custom-residential-commercial.com

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two other buildings that are 54 and 57 units each. We have an additional 160-unit building in the design approval stage right now.”

John says the layout of most projects is main floor retail followed by three stories of residential units. “We’re striving to deliver a brand-new, current and modern top-end of the market rental,” he adds. “We want our apartments to appeal to the ever-growing young professional market.”

Because Torode’s projects are relatively similar, John explains that building a network of trusted subcontractors is a key component of successful development. “If we have a 140-unit job and the next thing is another project with 50 units, we work with subcontractors to plan ahead for the start of the next phase,” he explains. “We generally revisit the same contractors and trades.

Good relationships are extremely important.”

John is also working to build connections abroad with global manufacturers. “Our line and size of work gets a lot of attention with worldwide manufacturers,” he claims. “We’re bringing kitchen components in from Vietnam, flooring from China and furniture from Italy. I’m getting ready to fly out this week to the Verona Furniture Show in Italy.”

While John isn’t building business connections, he’s a passionate patron of local and modern art. Torode boasts a collection of contemporary local, regional and international art at its hotel properties and developments, including paintings, glass and sculpture by some of the world’s most esteemed artists.

When it comes to sales, John is also a master. Over the years, John has shared his success and challenges in sales, marketing and development with others by offering courses in cold calling, sales structure discipline, closing and competition.

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With an eye for opportunity, John is confident Torode will continue to support Alberta’s prosperous residential market. “For now, we like the niche we have chosen,” he assures. “There might be opportunity for more high-rise buildings and we’re expanding our reach in Edmonton with a 60-unit plus main floor retail design.” As long as the there are people, Torode Realty Advisors will continue building and developing, making a home for Alberta’s growing population. •

CRC LTD. Is a family-run business focused on providing quality services and products. Depending on the project or job at hand, it is highly probable that the management of CRC LTD. Could be found on site, whether residential or commercial, alongside our supervisors and trades-people. Together, we create a highly qualified team working with our clients to create the finished product/project they envision.

CRC LTD. Values direct involvement with our customers, interacting on a oneto-one basis in order to build better relationships with each client or company.

We find face-to-face communication is a strong building block for success and we believe that every name has a face, not just a ringtone or email address. We personalize our service and strive to exceed expectations on every project.

When CRC LTD. Gives a commitment to a customer, we do so with sincerity and proudly stand behind our word. Our history of client satisfaction is testament to this, along with our impressive list of clients, which include Torode, add merit to our accomplishments.

While always looking for ways to improve, I am satisfied that what CRC LTD. Has to offer is over and above any of our competitors. I owe thanks to my family and our team for their dedication and hard work, both of which have shaped our company into a successful business.

My grandfather once told me that it is better to “under promise and over achieve.” These are words we stand by to this day.

Mark Podhora Director

Tri-Gen Construction Ltd.

Alberta’s Family-owned Oilfield and Civil Construction Company Produced by Victor Martins & Written by Jeanee Dudley

Tri-Gen Construction Ltd. (TGC) is a third-generation family business. Peter Szmyrko founded the business in 1972 with the goal of offering results-driven services to Alberta’s oil industry; his philosophy has been passed down through the generations: work hard, meet commitments and deliver results on time and on budget.

“Our father took over the company from our grandfather and we purchased it from him in 2010,” Allen elaborates. “We grew up in the industry. I’ve been with the company full time for about 11 years, but I probably started when I was 12 years old. I worked in the shop or running equipment over the summers as a kid.”

Peter has always loved the outdoors; a passion shared by all three generations and reflected in the company’s operations today. Peter’s son, Garry Szmyrko, purchased the company in 1990 and spent the next 20 years building a solid foundation.

Peter’s grandchildren, Allen Szmyrko, Kevin Szmyrko and Allison Germain, now own and operate the company together.

A Diverse Market Share While TGC has a history in oilfield construction services, the team has been branching out in recent years. “We have entered the civil market, doing roads and government contracts,” Allen explains. “Our oilfield customers include some of the largest E&P companies in Canada. Our civil work is often

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awarded by municipalities or the government of Alberta.”

Looking Ahead

With two offices Alberta, the company currently employs as many as 250 people in the peak season. TGC’s head office is in Boyle, Alberta, with a second in Fort McMurray. The two locations allow the company to serve central and northern Alberta, where the oil industry is expanding rapidly, as well as the surrounding towns that are experiencing growth in relation to the industry. TGC has found a strong niche in these markets and is working to build a third location that will allow the company better access to sites and clients.

“My brother Kevin is exclusively involved with our civil division, and I think one of his favorites would be the Chinchaga Forestry Road project,” Allen continues.

“Allison holds down the fort and directs the office so that our operations can run smoothly.”

The TGC team has been involved in a number of challenging projects for both of the company’s primary markets. Recently TGC upgraded 20 kilometers of the Chinchaga Forestry Road near Manning, Alberta, and performed cell expansions and landfill expansions for the Fort McMurray municipality.

TGC is breaking further into the civil market, currently involved with twinning work on Highway 63.

With the company’s oilfield clients, TGC is a preferred contractor in the Fort McMurray area. “We’ve done several steam-assisted gravity drainage [SAGD] drilling pads,” Allen explains. “When the oil companies go out to access resources in the oil sands, we build large pads in the muskeg for the client’s process equipment. The oil producer will drill 20-40 well pairs for each pad. The company injects steam through one well and recovers oil through the other. The SAGD pads are always a highlight for me, as my efforts are concentrated primarily in our oilfield work.”

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necessitates outside services.

As the company’s portfolio grows, management is focused on maintaining relationships with both clients and strategic partners. While TGC utilizes a majority of in-house equipment and manpower to complete the contracts, the business occasionally relies on subcontractors when the job

“We do most of our own contract work,” Allen says, “Though sometimes we will sub out a specialized service when it is

part of a contract. Our relationships go a long way. It is important for us to make sure we are building connections with the right talent. That allows us to offer and provide an exceptional service and end-product to our clients.”

Ensuring high-quality performance to every client is vital.

“We gauge our success on client feedback,” Allen continues.

“If our customer is satisfied that means we have done our job. Our image and reputation in the industry is critical to our sustainability and growth as a business. There are plenty of new and interesting things that we can expand into. In order to continue in that direction, we have to keep a good reputation.”

The company’s reputation has held strong for more than 40 years. TGC has more than tripled in size since the recession in 2008 and managed to grow throughout the tough years.

“We managed to pick up a couple of really good contracts,” Allen explains. “While other companies were scaling back, we acquired more assets and people to ramp up our operation.”

The management and staff are looking forward to continued growth and success in the industry. “There is a lot of potential for us,” Allen reports. “The local towns are expanding and we want to be part of that. The Highway 63 project will continue and it has become a company goal to be more involved in that. We are hoping that when the project reaches the stage where it is coming through Boyle, we can be the contractor to complete that stretch.”

Proud to support our friends at Tri-Gen Construction Ltd. Thanks so much for making us a part of your success!

CF RECLAMATION & WATER SERVICES Potable Water & Vac Truck Services

With the third generation at the helm, TGC continues to chase down lucrative and challenging contracts. The economy is on an uptick, especially with the success of the oil and gas business, which is good for TGC. With a number of industries growing steadily in the region, including logging and energy, management is pining for a piece of the pie. The Tri-Gen Construction Ltd. team has built the necessary capabilities and the reputation to take on a growing number of projects in Alberta. •

Box 613, Boyle, Alberta T0A 0M0 780.689.3902 | 780.212.1083 cf.water@hotmail.com

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VanderWal Homes & Commercial Group

Better Bones Means a Better Building Produced by Sean O'Reilly & Written by Kelly Matlock

As Canada’s leading cold-formed structural steel specialist, VanderWal Homes & Commercial Group (VanderWal) creates pre-engineered and prefabricated cold-formed steel assemblies and systems with integral accessories in order to provide a one-stop, turnkey framing package to customers nationwide from its location in Petrolia, Ontario.

VanderWal is a serious company on the rise and is set to double its profits by the end of 2015. Founded by Jim VanderWal in

64 | CABusinessExecutive Winter 2014

2001, the company continues to benefit from Jim’s nearly four decades in the industry.

Well Positioned to Serve Canada “I just kept moving forward, a little at a time,” Jim says of founding VanderWal. After 12 years working for someone else, and another decade-plus spent running his initial business, Jim was ready for VanderWal – and so was Canada.

“We go everywhere, from British Columbia in the west to New Brunswick in the east,” says Jim. “We go wherever we’re needed.” The company’s extensive reach is good, because need is great; the economy is booming.

Plus, cold-formed steel product is in higher demand as people and authorities increasingly appreciate its uniform quality and understand its potential to add to the safety of buildings over three stories.

The company’s comprehensive design, engineering and fabrication facility allows the team to deliver the highest quality preengineered components. In order to provide a turnkey service, the company has every bit of pre-engineered and prefabricated cold-formed steel covered.

Thanks to full-coverage abilities, VanderWal keeps busy as it tends to several multiyear projects, all across Canada.

“The second half of 2013 has been great for us,” Jim continues.

“Everything is on the upswing.”

Vanderwal is able to handle its broad reach from one location in Ontario. “We’ve tried fabricating and shipping from different locations in Canada, but found it made more sense economically to stick to one dedicated facility,” explains Jim. Instead, the company pursues a more cost-effective approach of shipping product to its various job sites. These sites, over the years, have included hotels, long-term care homes, casinos, mausoleums, water treatment plants, municipal buildings, custom homes and retail outlets.

The Creation of a Superior Product At its state-of-the-art fabrication facility, the company manufactures all systems using high-quality galvanized steel components obtained from a number of premium sources; it utilizes self-drilling screws to connect cold-formed steel members. Additionally, sophisticated software suites (i.e., powerful, proprietary design and engineering software) are employed in the creation of comprehensive 3-D models.

Cutting-edge technology means adherence to exact measurements and components formed to exacting standards.

VanderWal’s products include: trusses, panelized walls, floors, accessories (clips, bracing, blocking and bridging), pre-insulation treatments and sheathing (fluted structural decking and exterior grade gypsum board. Also, closed-cell polyurethane spray foam insulation can be installed on presheathed cold-formed steel wall or floor panels.

Furthermore, services from VanderWal’s experienced professionals cover customer needs from start to finish.

Complete customer service includes preliminary design and consultation, budget estimates, comprehensive project quotations, engineered shop drawings and technical support.

Benefits Abound for Customers Customers are keen to the fact that cold-formed steel structures offer many benefits, including immediate production to installation and extending all the way to overall lifetime performance of the building, which is slated to be centuries.

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First, the production of cold-formed steel is kinder to the environment than competing framing techniques; coldformed steel is manufactured using Electric Arc Furnaces (EAF) that typically utilize approximately 95 percent scrap or recovered steel. There is zero landfill waste created by VanderWal’s production, as all the excess material is recycled.

Furthermore, specifying cold-formed steel on a project can assist the owner in the accruement of LEED points and help secure a LEED certification for a project.

Next, the installation of prefabricated cold-formed steel components can be as much as 75 percent faster than onsite framing efforts, and also reduces the potential for many of the associated errors on jobsites with site-built elements.

Also, steel is uniform quality, unlike wood, and integrity is guaranteed.

Lastly, the overall performance of cold-formed steel is exceptional thanks to its durability and imperviousness; it does not crack, shrink, warp or twist, and will help maintain a tight building envelope. It is also hot-dip galvanized for longevity. Additionally, and importantly, it is safe, as a 100 percent non-combustible material. According to Jim, safe also translates to lower insurance premiums for building owners.

66 | CABusinessExecutive Winter 2014

Lasting Investment in Quality Recently, VanderWal has been busy with several water and sewage treatment plant projects in Ontario, in addition to a retirement home for seniors in both northern British Columbia and New Brunswick. This means several of the company’s crews are out and busy. “We’re keeping bread and butter on the table,” laughs Jim. “We subcontract out the installation, and we’ve got at least 40 people on the go right now.” As far as for direct employees, VanderWal keeps 15 expert designers, assemblers and office support at its facility.

According to Jim, it has all come together after 13 years.

“We’ve been working hard on this, right from the time we started in 2001,” he continues. “I’ve been in the construction business basically all my life, and I’m lucky, it’s going really well for us here.”

Things look promising for VanderWal Homes & Commercial Group thanks to an investment in a quality cold-formed steel product and work to pre-engineer and prefabricate the bones plus all the trimmings. •

Verda Paints Ltd.

Superior Supplier Service with a Familiar Face Produced by Chuck McKenna & Written by Molly Shaw

Verda Paints Ltd. (Verda) has experienced tremendous growth over the last six years. However, even amid record expansion, the Ontario-based paint manufacturer and supplier has not lost sight of family ownership and responsive, familiar service. “Our products are competitive, but everyone has a good product at the end of the day,” shares Brent Zanussi, general manager of Verda. “The major difference with Verda is we’ve kept a close-knit, family feel. We know all of our customers on a first-name basis.”

Quality Control Equals Rapid Expansion The Verda tradition began in 2007 with Tony Petratos, founder and owner of Verda, and his desire for improvement. “I’m a painter by trade and I’ve been doing it since 1974,” reveals Tony. “I noticed the inconsistency in the quality of paint I was receiving. It was good one day and not-so-good the next, so knowing what a painter really needs, I decided to start making my own.”

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68 | CABusinessExecutive Winter 2014

Tony’s original painting company frequently purchased a large-scale amount of paint from a manufacturer for subdivision work. “The manufacturer eventually reached out to him and asked if they could ship directly to the company to lower the overhead costs,” recalls Brent. “Tony came back with a better idea to open his own paint store and manufacture private label products and we slowly began developing product lines. One product grew into two, two into three and so on.”

As Verda expanded, so did the company’s clientele. “We began selling to others in similar outfits, from subcontractors to builders and new homeowners,” adds Brent.

“Today, we manufacture 100 percent of our products on premise to control quality.”

With a high-quality product line and a range of customers Verda continued to expand from a geographical perspective. “We opened our first retail outlet in Toronto to accommodate customers’ needs and retain more business,” notes Brent. “Barrie, Concord and Woodbridge, Ontario, followed suit. We now have four retail locations and a manufacturing and distribution center in Woodbridge. Needless to say, things have really taken off since 2010.”

Where Everyone Knows Your Name Brent, who’s been with Verda since 2010, says it’s the company’s relationships with customers that truly make for great success. “We have the Cheers feel,” he jokes. “We know our customers by name and we bend over backward to serve them the very best we can.”

It is evident that Brent and the team truly care about the product Verda delivers. “We care about each and every account, from the one-gallon home painter to the few hundred pails a day commercial contractor; they are all important to us,” he continues. “We’ll rush orders to accommodate our customers and we usually know exactly what colors and products they might want.”

Brent learned to successfully serve customers and manage Verda when he first came on-board four years ago. “I joined the company as an administrator, doing office management and general operations work,” he recalls. “I was lucky to be groomed for this position

by Rino Mazzuca, who was one of the best general managers in our industry. But when our original general manager passed away suddenly in 2011, it was sink or swim for me. It was a blessing that I had received all of my training, because we have a lot of custom systems we use here, but I was able to step up to the plate. It’s been a challenging, yet rewarding several years.”

“Another factor to our success is being all about no gimmicks,” adds Chris Petratos, co-owner of Verda. “For Verda, primer means primer and top coats are top coats; we don’t want our customers buying primer at top coat pricing.”

An Exciting Future With a well-established reputation and new talent, Verda now serves some of the largest corporations in Canada. “We sell all types of paints thinking of the environment first, offering a variety of finish coats, primers and specialty products like our Verda Green Home Zero VOC,” shares Brent. “This green product is perfect for interior walls and ceilings because it contains no lead or mercury, its low odor, easy to apply and easy to remove if there’s a spill. This product could be trusted in a child’s nursery, because it’s one of the safest paints on the market.”

Verda is always looking for exciting, innovative products and Brent says there’s plenty more to come in the near future. “Stay tuned, there’s sure to be some new, game-changing products in the works,” he reveals.

Brent ensures the team remains positive. “We want everything to be positive; not even a sluggish economy can stop Verda’s momentum,” he says proudly. “About 75 percent of our business is the new home market, and even though residential development slowed down, people who already were under contract were still painting.”

Brent goes on to note that what Verda offers is timeless.

“Furthermore, during these hard times the cheapest and easiest way to renovate your home is through paint,” he continues. “It’s cost-effective and quite dramatic; we foster new business with this principle amongst others. It gave us more motivation to open new locations to help accommodate our homeowner clientele. The downturn made acquiring new business a little slow, but it seems to be stabilizing and there’s a definite potential for more locations and additional expansion in the cards.”

“We want to be exactly what our competition is not; a small name and smaller prices with huge value and quality, as well as an extreme level of service and knowledge,” Chris says proudly.

As Verda turns 7 years old, the company continues to focus on service with a familiar face and a willingness to serve customers like no other. Verda Paints Ltd. is the place where everyone knows your name. • 69

Energy

Western Oil Services Ltd.

Equipment Installation, Maintenance and Support for the Fuel Industry Produced by Victor Martins & Written by Jeanee Dudley

In 1950 H.D. Haywood and three partners founded Western Oil Services Ltd. (WOS). For more than 60 years, the business has grown, providing increasingly diversified services to a wide range of clients across Canada. WOS provides products, installation and services for fuel dispensing and handling operations. The team operates primarily in retail and commercial sectors, but clients also include municipalities, transportation organizations and health care institutions.

Robin Bateman, current president and CEO of WOS, purchased the business in 2004. “I was a banker for 25 years,” he recounts. “I retired from banking and started doing consultant work. I was actually hired to sell this business, but I ended up buying it. I saw a lot of potential that was not being realized and the rest is history.”

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Today, Bateman employs 37 people among three locations.

The company headquarters is in Langley, British Columbia, with the other two offices located on Vancouver Island and the newest branch in Ontario.

A Broad Customer Base “We put in fuel systems,” Bateman explains. “We are not in the oil business; we don’t pump it, search for it or process it.

We install and service fuel systems for retail operations such as gas stations or commercial operations, which is anyone with a fleet. We have also done municipal work yards, airports and facilities for float plane operators. We also put in fuel systems so generators can kick in with backup power when needed.”

Bateman goes on to explain that WOS’ customers include telecommunication companies, such as Telus, Rogers, Tesat and Bell. “At their central offices, they use generators to keep power up so all systems are go,” he details. “We work for hospitals, ensuring fuel supply systems for generators, too.

We serve marinas that dispense and store fuel. We do some service station work and work for anyone who has fuel systems for bus or truck fleets, hoists, lube systems and washes. We also install and service fuel management and monitoring

systems. Our team has worked in remote communities for the Department of Native Affairs and Department of Northern Affairs. Sometimes it’s for main power systems, putting in and upgrading fuel systems. We have worked for airports, the Department of National Defense, Fisheries and Oceans, the Coast Guard; there are 35 government departments with fuel storage tanks and we deal with a lot of them. Anywhere they store or dispense fuel, we sell, service and install equipment.”

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if the weather turns, because helicopters won’t make it in to get them out.”

Nonetheless, there is not an uninteresting day in Bateman’s sights. “I find it all interesting, though,” he continues. “We had to bid on a project that required two 42-foot-long specialty tanks that would have had incredible transportation issues but in the end the project was shelved.”

Unique Projects The WOS team has been involved in a number of unique projects in recent years. Currently, the company has a crew working in Hay River, Northwest Territories. “We are doing a project for the municipality up there,” Bateman elaborates.

“We’ve been working in Fort Providence, Klemtu and other locations for native facilities. Many of these locations have generators that provide power if they don’t have direct electrical coming into those communities. Those systems rely on fuel. We have done a lot of update work to meet new environmental standards, such as upgrading to double walled fuel storage tanks and constructing containment systems.”

According to Bateman, there are a lot of upgrades needed in these areas.

“Working in remote communities is rewarding,” he adds.

“It’s a beautiful region and these are services that people really need.” The region comes with additional challenges, as well. On top of the difficulties of transporting equipment and supplies, moving people can be tough, too. “Sometimes we are working on mountain tops for telecommunication facilities,” Bateman explains. “Our guys can get stuck there

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Stantec specialists see beyond project specifics to understand the connections between fuel systems projects and the communities they serve. They do more than provide environmental and engineering services; they help to connect communities, across the globe.

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Bateman goes on to explain that the company’s work in data centers and banks can also be challenging. “These projects are very time sensitive during cut-over, which means that they cannot be without power for very long,” he details. “It requires precision timing that only experienced technicians and job supervisors can achieve. You could say every project is specialized and they tend to have similar issues but unique circumstances that only the very best can take on. With over 63 years in the business and having technicians with anywhere from five to 43 years with the company, WOS is the best at solving project problems.”

Staying Ahead According to Bateman, the fuel system installation and

service business has remained, for the most part, unaffected by recent economic conditions. “Still, the sector’s growth has presented its own challenges,” he details. “Many companies in the industry have faced severe employee shortages, having a hard time attracting capable and dedicated manpower to replace retiring technicians.”

“It was approved in 2008 and many of the experienced technicians have received their trade certification by having challenged a Provincial exam,” Bateman explains. “We don’t have the critical mass to have a trade school carry our program here but we are working with other Provincial organizations to realize this goal.”

Seven years ago Bateman assembled a group of his colleagues in the marketplace and put together an application to the Provincial Government to have the trade certified. The group believed that having a trade designation for the industry would attract better trainees who would be looking for a long term career. It would also lead to more respect for the industry by its clients and possibly better charge out rates thereby helping to sustain their businesses. The application required the creation of a training program for both installers and service technicians.

Bateman and his team participate in a number of industry organizations, including the British Columbia Petroleum Contractors Organization, the Ontario Petroleum Contractors Association and related organizations falling under the Canadian Petroleum Contractors Association. Working through these partnerships, all involved are working to establish standards for the industry. These qualifications will promote a higher standard of performance and safety across the industry, which needs a common program nationally.

Congratulations to Western Oil on your muchdeserved recognition! We are proud to have worked alongside you for over 30 years.

Thanks so much for making us a part of your success!

Bateman’s certification concept is based largely on the standards his business upholds. Even with subcontractors, WOS requires strong qualifications. “We tend to go with people who understand our business,” he notes. “We are very particular. We deal with the same people on a fairly regular basis, because petroleum-based fuel is combustible and it can contaminate the environment. In a water system when things go wrong, you have just spilled water. With fuel, there is no margin for error.”

Despite the challenges of his industry, Bateman is optimistic about the company’s future. “The economy runs on energy,” he explains. “Energy has to come from somewhere and the world is consuming more every day.

We have plenty of opportunities for growth. It’s a matter of manpower and innovation. Given the fragmentation of our industry, consolidation will likely be the avenue to achieve the Regal Tanks Ltd Tidy Steel-Fab Ltd has been owned and operated by three generations of the Tidy family of economies of scale that we need to Surrey, BC. In 2010, after many years in Surrey, Tidy Steel-Fab Ltd. moved the business to a brand new multigrow but that’s another story.” purpose facility in Chilliwack B.C. The facility is built on a 5.3 acre property and is comprised of 3 buildings totalling over 56,000 square feet of production area.

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Bateman’s commitment to the improvement of the industry continues to drive the business forward. Whether taking innovative approaches to challenging contracts or improving the standards for companies across the country, his drive is leaving an impression on the market. With a proactive attitude and a strong performance record, Western Oil Services Ltd. continues to take the industry to the next level year after year. • 73

Food & Drink

HFX Sports Bar and Grill

Making the Transition from Nightclub to Sports Entertainment Hub Produced by Sean Barr & Written by Jeanee Dudley

Marcel and Michel Khoury are opening a new entertainment establishment, HFX Sports Bar and Grill (HFX), in Halifax, Nova Scotia. The brothers grew up in the food service and entertainment business, and as owners of the former New Palace Nightclub in Halifax, the pair has been involved in the industry since an early age.

“When I was 9, I started working with my father filling vending machines,” explains Marcel. “He really instilled the business

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mentality in us. Our father, Jerry Khoury, emigrated from Lebanon and was successful. He taught us great work ethics, church values and that family takes priority. Through him, we learned what it takes to build and keep up a good reputation in business.”

Marcel goes on to explain that he worked for the family business with his father and graduated in 1998 with a bachelor’s degree in history with a political science minor from Dalhousie University.

“That’s when I got into business,” Marcel recounts. “I was very much into marketing. When I was about 22, our father stepped back and we started to take over. The last 12 years of our dad’s life, we ran things for him.”

The family has owned the property on Brunswick Street in Halifax since 1987, which has operated as numerous namesakes over the years. “My brother and I are business partners,” Marcel notes. “Jerry handed down the business before he passed away in 2010.”

This industry seems to be the brothers’ niche, as the duo also owns and operates Halifax Alehouse. “We have noticed trends and habits changing in the last few years within our industry,” Marcel explains. “We traveled around a bit and saw that people want a one-stop location for entertainment. Our demographic doesn’t bar hop as much and people want to sit down, eat, drink and be entertained. We thought of a new concept.”

A Real Game Changer The brothers have been working tirelessly over the last eight

months to create a world-class sports bar, lounge and restaurant.

“The finishing touches are going in as we speak,” Marcel notes, “And it is truly breathtaking. Initially, we had anticipated a $2 million investment; however, we have now approached $2.5 million in expenditures, not including existing leaseholds we had prior to construction. It can be argued, if we were to start from scratch, this would be at least a $4 million project, and it really shows.”

Marcel explains that the old target markets are fading or moving away; therefore, it is time to diversify. “Pubs and bars have weathered the storm, but night clubs have had a tough time,” he continues. “We have always been trying to stay ahead of the curve, so we decided to make a huge investment as far as Atlantic Canada goes. We’re working along the concept of a sports theatre, lounge and restaurant.”

Marcel has seen similar – thriving – operations in Las Vegas, Toronto and New York. “Sports bars were becoming upper class and accepted in places where people might have previously sipped wine,” he details. “We are building an upscale lounge combined with sports entertainment.”

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High-tech Entertainment With more than 200 bars in Halifax, HFX will stand out as a unique venue in the city. “When I was younger, you had to go out downtown to meet and be social,” Marcel recalls. “Now with social media and dating sites, technology has had an impact on the business. The college-age demographic is staying in more, while young professionals are going out and enjoying themselves with a meal and a few drinks. Halifax’s new mayor has some great urban revitalization ideas and the city’s vibrant city center is growing in a new direction.”

Marcel and Michel have taken all of these market changes into account when building the new space. From atmosphere to hightech features, HFX will offer a totally unique experience. The space features 16 large LED flat panel televisions as the main screen, 10 feet tall by 17 feet wide. A feature wall presents matrix televisions with additional LED screens scattered throughout the space in booths and even in the bathroom. Each booth set also has its own controls, allowing clientele to choose what to watch.

“We have added state-of-the-art technology, where customers will be able to tap into an audio distribution network,” Marcel adds. “This works by customers downloading a free app, then they will have the ability to tune into any of our 14 channels via smartphone and listen to that television through headphones. We have heard numerous complaints from customers frequenting other establishments that this is a pet peeve. Usually, the main event will be broadcast through the main speakers. With our system, our customers will be able to listen to their favourite sporting event at any given time, on any television.”

A Culinary Adventure While sports are the center of the action at HFX, the venue offers more than just a place to catch the game (or the other game, or the other game…).

Marcel and Michel are working with a strong kitchen team to develop a menu featuring unique items inspired by local flavors and foreign cuisine. The team has installed a full-range stateof-the-art kitchen. The restaurant will serve upper casual fare, as well as pub food.

“The plan is to do everything from scratch, with no frozen food, if possible,” Marcel notes. “We have drafted a menu of unique dishes. We have been to Thailand, New Zealand, 76 | CABusinessExecutive Winter 2014

Brazil, Spain and Italy and we have put dishes in to the menu from our experiences. Chicken and waffles is getting big, as well as flatbreads. Chefs in Montreal create some great things, and our kitchen staff is looking in that direction too for inspiration.

Customers can expect a medium price-point range with higher end dishes, as well as pub classics, such as burgers and nachos.”

HFX will offer the whole package. Marcel and Michel are paying attention to the details, ensuring a well-rounded experience that caters to a broad range of price points and individual tastes. The brothers plan a soft opening for early January 2014, and a grand opening shortly after. HFX Sports Bar and Grill promises a thrill for sports fans, foodies and anyone looking for a fun place to unwind in Halifax. •

K & K Foodliners Ltd

Service with a Smile and Welcoming Customers as Extended Family Produced by Sean Barr & Written by Molly Shaw

Friends, family and customers who knew Albert Krause well say the German immigrant and K&K Foodliners Ltd. (K&K) co-founder had the gift of gab. Every Saturday, even after he supposedly retired in 2006, Albert would arrive at his family-owned, Edmonton-based deli and grocery store to greet customers and spend time chatting away. According to Rudy Krause, co-owner of K&K, Albert would wander the aisles, handing out samples to children and conversing with old-time German or Polish friends. “He really had the gift of gab and knew how to make people feel welcome,” Rudy recalls.

“Although my father passed away last spring, and my brother and I run the store, not much has changed,” adds Bernie Krause, co-owner of K&K. “We still treat customers like extended family.”

Both Rudy and Bernie cannot say enough about their father. Rudy goes on to note that Albert, who was originally born and raised in Germany, apprenticed as a butcher for one year before being drafted by the German army at age 15. After surviving the war, Albert worked on a farm and finished learning the butcher’s trade in a small village with his wife, Annie. Once the couple married, Albert and Annie opened a grocery store, selling wine, vegetables and meat.

Shortly thereafter, Albert’s brother, Rudolf, approached the

young couple about moving to Canada to further expand the business. Albert and Annie relocated to Edmonton, Alberta, in July 1957. Albert and Rudolf opened Lauderdale Foods Market in Alberta’s Calder neighbourhood on the city’s north side.

Service with a Smile Together, the brothers took over Arndt’s Food Market and a strip mall where K&K was originally located. At the peak of the duo’s success, Albert and Rudolf owned three grocery outlets.

“Today, we have a single location in Edmonton,” notes Bernie.

“We’ve scaled back, because it’s just my brother and I running the operation so we figured we’d have one location, do it right and be more efficient.”

Bernie and Rudy have been preparing for their leadership role since they can remember, spending a majority of their childhood at K&K. “I’ve been working in the business since I was 12 or 13 years old,” shares Bernie. “I’d come in on weekends and help out. It was great growing up in the store, because you got to meet people all the time and some of the same clients are still shopping here.”

K&K’s doors have remained open for over 57 years thanks to customer relationships and friendly service. “About 20 years ago on this block there used to be maybe six delis,” Rudy says.

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“Now, it’s just us left.”

“We’ve been doing this for many years now and we know we have a reputation to uphold,” adds Bernie. “We have about 1,000 families that shop here every week and we do our best to let them know we appreciate it.”

Specialty Products Together the brothers operate a 4,000-square-foot retail area and a 3,000-square-foot specialty sausage kitchen. Although the grocer supplies some area restaurants, most of K&K’s business is retail sales.

“We start making sausage on Tuesday and we don’t stop until Friday,” shares Bernie. “We make 40 or 50 different kinds of sausage in-house and we have a variety of German and northern European foods; Danish, Dutch, Polish, Italianyou name it, we’ve got it.”

K&K accepts nothing less than the finest, local ingredients.

“Although we import certain specialty items, we source the highest quality local ingredients,” reveals Bernie. “Our pork,

78 | CABusinessExecutive Winter 2014

Albert Krause

chicken and beef come from Alberta farms and you won’t find MSG, gluten or fillers in our products.”

K&K also is well-known for expert wild game cutting and processing and smoked meats. “Our smoked turkeys and hams always have rave reviews,” insists Bernie. “The week before Christmas we sell at least 300 turkeys and everyone says it’s the best smoked turkey they’ve ever had. When our customers go down to the states for holidays they often take our smoked products with them and we take pride in that.”

Bernie adds that the next big transition for K&K is increasing the grocer’s online capabilities. “The next best thing we’re trying to do is set up easy, online ordering for our customers,” he says. “We’re on a much smaller-scale than other grocers in this area, so we’ve got plenty to keep us busy. It’s always a daily challenge to keep up with ordering.”

In fact, K&K remains so busy that Bernie says the store hasn’t noticed much of a decline in business amid the recession.

“We’ve remained steady as she goes,” he adds. “We’ve actually seen a little bit of an increase, because instead of going out to eat, people are trying to save money by making nicer dinners at home.”

“Hurleys Meat Distributors is proud to support our friends at K&K Foodliner and wish them many more years of success!”

K&K continues to support local families, making customers feel at home for 57 years. Bernie and Rudy have continued the family legacy and their father’s service with a smile philosophy and continue to treat K&K Foodliners Ltd.’s customers as extended family. •

HURLEYS MEAT DISTRIBUTORS

For more information regarding our services, contact us: 7405 127 Ave NW, Edmonton, AB T5C 1R9, Canada 1 780-471-3030

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Korea Food Trading

Expanding the Asian Foods Market to a Non-traditional Audience Produced by Sean Barr & Written by Molly Shaw

When Jeffrey Min immigrated to Canada, the Korea-native had aspirations of starting a tofu factory, but what he found was a much larger opportunity. Min identified a gap in eastern Canada’s Asian food market, and therefore decided to deliver food products from across the Pacific to Asian consumers looking for familiar brands.

Min moved from British Columbia to Ontario to start up Galleria Supermarkets, which sparked the inception of Korea

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Food Trading (KFT), an importer and distributor aimed at bringing a wide range of Asian products to the Canadian provinces. “Min established KFT in 2002, but the original company [MWF Trading] dates back to 1987,” shares Sam Kim, director of KFT. “Before KFT, we were a small importer and distributor, but when Min came in he wanted to shake things up a bit.”

And Min shook things up; he set out to target both Asian

consumers and the non-ethnic food market. “We started to try to introduce Korean and other Asian food products to non-Asian businesses and diversify our customer base,” explains Kim. Today KFT operates six locations, including a sister company throughout Canada, with distribution concentrated in the greater Toronto area. Additionally, the company also ships across the country.

“From Ontario to British Columbia to Nova Scotia, we offer local deliveries,” notes Kim. “We started out as just a trading company, but we’ve also opened a new retail location and a second, third and fourth are in the works in Mississauga.

We’re also looking to expand our warehouse and distribution square footage.”

From Noodles to Octopus KFT advertises more than 10,000 products in a 48-page monthly catalogue that encompasses over 14 major Korean brands. The company services ethnic and mainstream bigname retailers, such as Wal-Mart, Costco, Loblaws, Sobey’s, Metro and Highland Farms.

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“Our most popular products are grocery items and snacks, such as instant noodles, drinks, condiments and spices,” notes Kim. From coarse sea salt to seaweed, vegetable and beef dumplings to fish sauce, oysters and octopus, Orientalstyle noodles and even pickled radish, KFT delivers the best of Asia to Canada.

The company sells traditional items, such as black beans, soybean paste, curry powder, soba noodles and all forms of rice used in meal preparation. However, KFT also sells a variety of fun, unusual items to the western world, including banana-flavored milk, instant peanut snacks, specialty cookies and chocolates.

Bringing Asia to Canada “Non-ethnic customers aren’t accustomed to the taste, smell and look of the products so we’ve had to really work to break into the non-ethnic market,” explains Garth Mercer, director of national accounts for KFT, in a news release. “The challenge is how to get a national Korean brand to mean something to the mainstream Canadian consumer.”

Part of delivering Asian foods to the non-ethnic market is accessibility, because the majority of Canadian consumers cannot read the product labeling. KFT has partnered with suppliers and major retailers to develop packaging that better suits the Canadian market.

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“Consumers need to see the products all the time and everywhere,” adds Mercer. “It builds a sense of trust. With national retailers, consumers are more apt to become familiar with products. Every time they go for a shopping trip they come closer and closer to trying something new.”

Mercer says it’s a lesson in patience. “Commercializing Asian products in the mainstream doesn’t happen overnight,” he says. “It’s a process and an educational experience for both us and our retail partners. It takes time to build an offering that resonates.”

Nonetheless, KFT has made great progress over the last three years. “We’re getting there,” adds Kim. “We’re doing four or five times the business we were when KFT first started and we’re now supplying products to major nationwide retailers in addition to Chinese and other Oriental markets.”

KFT is doing so much business that Kim says the company needs room to grow and is set on future expansion. “We need more room for distribution and warehousing,” he notes.

“A new 150,000-square-foot warehouse and two new retail locations are in the works.”

Even with a slow economy, Kim says KFT continues to see an interest in ethnic foods. “Oriental food markets and restaurants, including Japanese and Thai, have grown rapidly over the last couple of years, because they generally offer healthier food choices,” he shares. “If it’s unique, flavorful and healthy, it’s a win-win.”

Through patience, expert marketing and education, KFT has grown to become one of the largest in Canada’s Asian foods 82 | CABusinessExecutive Winter 2014

market. From package design to store manager education, Korea Food Trading is engaging all of the participants in the food chain and delivering traditional Asian products to a non-traditional audience. •

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Lynsos Inc.

Casual Fine Dining with a Greek-Italian Flare Produced by Sean Barr & Written by Molly Shaw

Leslie Moutsatsos met her husband – and now business partner – George Moutsatsos over 30 years ago in Sudbury, Ontario.

“He was cute and we just clicked,” recalls Leslie, co-owner of Lynsos Inc., better known as Pat and Mario’s Restaurant (Pat and Mario’s). Since Pat and Mario’s founding in 1984, the couple has shared their passion for the food service industry and exuberance for fresh, quality food that reigns true to their Italian-Greek Canadian heritage.

One Part Greek, One Part Italian George arrived in Sudbury as a teenager from his hometown of Metamorfosis, Greece.

“In those days you needed a sponsor to come to Canada,” shares Leslie, a born-and-bred Ontario native. “George’s sponsor was his uncle, who happened to own a restaurant.

He spent his early years in the restaurant cooking and helping his uncle.”

Shortly after meeting in 1981, the pair joined Casey’s Roadhouse (Casey’s), a restaurant with a new dining concept that was attracting a great deal of buzz across Ontario. “Casey’s offered a new dining concept that Sudbury desperately needed,” Leslie says. “It was unlike anything else in the area at that time.”

In 1984, Leslie and George decided to embrace their industry experience and passion. “The name Pat and Mario’s comes from a fictional story about two guys that met at a food show; an Irishman and an Italian,” explains Leslie. “The purpose was

to combine an Irish-style bar with a classic Italian-style dining room. Although things have evolved and changed and we’re completely different from the original beer and pizza kind of restaurant Pat and Mario’s used to be, we’re still here and we’re still continuing to meet our guests’ dining needs.”

Pat and Mario’s remains family-owned and -operated today, with the only location in Sudbury. In fact, Leslie and George’s three children, along with 85 other employees, are involved in the daily happenings of the restaurant, from the kitchen to the dining room.

Freshness First “We focus on casual fine dining with a comfortable atmosphere and good, quality fresh food,” adds Leslie. “There’s no certain dress code here. Our service and quality are the same no matter if you’re on a business lunch, in from shopping with your friends or meeting your family for dinner.”

Leslie says Pat and Mario’s offerings are directly related to the family’s cultural influences and heritage. “Our menu has evolved, and truly reflects our traditional cultural influences and tastes,” she elaborates. “There is some Greek, some Italian and all passion.”

Pat and Mario’s culinary team loves keeping up with food trends and new ideas, while maintaining the menu’s traditional dishes, as well. “We love to introduce new items to our guests 83

Food & Drink

on a fairly regular basis,” Leslie says. “We change out our menu once a year and always have different feature menus available throughout the year. This spring saw the introduction of a maple-inspired menu with that celebrated our Canadian tradition of collecting and making maple syrup.”

Leslie goes on to note that the restaurant has changed significantly from the original pizza, pasta and beer restaurant.

“However, what has never changed is our passion, our guests and our involvement with our community,” she says.

Despite a successful menu and quality employees, Leslie says the winter in Sudbury can put a damper on business. “The biggest factor can sometimes be weather,” she reveals. “In the middle of winter on a February Monday at negative 27 degrees Celsius with blowing snow can make for a long evening.”

an old school friend and family were directly affected by breast cancer, the duo was compelled to go above and beyond. “The Janis Foligno Foundation started after a local celebrity’s wife passed away after a battle with breast cancer,” Leslie explains.

“Janis’ family revolves around the professional hockey world and we decided to tie in a local promotional menu focused on what we do best. And it’s not hockey; we do food best. For two years we have run a Boobies, Burgers & Beer special menu.

When customers come in and order a burger we donate $2 to the foundation. So far our annual promotion has raised a little over $10,000 for the foundation.”

For nearly 30 years, the restaurant has been a beloved part of Sudbury. Lynsos Inc. has been serving up fine family-style meals with a Greek-Italian twist for generations, and the Moutsatsos family intends to keep it going for years to come. •

Nonetheless, Leslie notes that Pat and Mario’s will always be looking for new and exciting offerings for guests. Additionally, the company strives to maintain the restaurant’s fresh look by constantly making changes. According to Leslie, she and George are anxious for the next renovation that will take place before the busy Christmas season.

“My husband and I have a long history in food and hospitality,” continues Leslie. “We’ve both worked in the industry from the time we were young adults. We understand the importance of hard work and our success and we like to share that with the community.”

Leslie and George are big supporters of local charities, but when 84 | CABusinessExecutive Winter 2014

JEM Air Conditioning Ltd. “Congratulations Lynsos, Inc. on all of your past success' and sincere best wishes moving forward. We at JEM Air Conditioning are very proud to have been associated with Pat and Mario's through the years and look forward to a continuing relationship with you and your staff.”

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MacKinnon’s Lobster Pound Ltd.

A Prince Edward Island Landmark for Freshly Prepared Seafood and a View to Remember Produced by Sean Barr & Written by Molly Shaw MacKinnon’s Lobster Pound Ltd. (Lobster on the Wharf ) has been a landmark in beautiful Charlottetown, Prince Edward Island (PEI), for over 30 years. Since the 1980s, the restaurant and market has been serving up freshly caught seafood and welcoming hungry tourists and locals with open arms.

“We started out very small on a waterfront that needed a lot of work,” recalls Jim Larkin, president and owner of Lobster on the Wharf. “I was actually in politics, serving in the PEI legislative assembly. The business opportunity came along and we didn’t know what we were doing at first.”

Luckily, Lobster on the Wharf was already a well-established name in the Charlottetown community. According to Jim, approximately 17 years before he and wife Helen purchased Lobster on the Wharf from Gordon MacKinnon, the original owner had operated a lobster pound on-site.

“It made sense to keep the Lobster on the Wharf name, because it was already accepted and well-known by locals,” shares Jim. “Helen and I purchased the lobster pound in 1981 and five years later, after some lessons learned, we opened the seafood restaurant portion of the business known as Lobster on the Wharf.”

Location, Location, Location Jim emphasizes the importance of Lobster on the Wharf ’s location, not only for the abundance of fresh straight from the Atlantic seafood, but also for sweeping waterfront views that keep customers coming back. “Our advantage is, as they say, ‘location, location, location,’” says Jim. “Our building is positioned half on land and half over the water, and although it has required some construction and renovation over the years, it’s a valuable piece of property. Waterfront like ours is rare in Charlottetown.”

Lobster on the Wharf boasts three large-scale outdoor dining decks, one upstairs and two downstairs, a high-end executive function and meeting room, as well as two downstairs indoor dining rooms. “We have an extensive kitchen area and our dining space is easily 8,000 square feet,” notes Jim. Every summer, tourists flock to Lobster on the Wharf, unloading from cruise ships docked at the nearby marina.

“We get about 70-plus cruise ships that come into town every summer,” shares Jim. “When people walk into the city, we’re the first place they see.”

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Lobster on the Wharf currently employs approximately 45 seasonal staff members, as the restaurant is open from May to October. “We have a high retention rate when it comes to employees,” adds Jim. “We have people who’ve been with us for 20 years or more, and that’s saying a lot, especially when you consider the stress level we experience in the busy summer season.”

One-stop Seafood Shop Along with a dedicated team, Jim and Helen have been running the restaurant portion of Lobster on the Wharf on the edge of the Charlottetown harbour since 1986. What was once just a lobster pound now turns out impressively fresh, flavourful dishes.

From a half-dozen Malpeque oysters to jumbo shrimp cocktail, steamed PEI clams to sea scallop and grilled lobster tail with citrus garlic butter to famous island blue mussels, the best of the Atlantic is at hand. For customers who prefer turf over surf, Lobster on the Wharf also offers everything from New York strip sirloin to fettuccine primavera.

Although Lobster on the Wharf doesn’t get much of a

breather dishing up seafood through the summer months, Jim admits the establishment has diversified to combat a sluggish economy. “Our advantage is certainly location, but everyone is competing for the same food dollar, so we’ve added more variety,” he says. “Be it mussels, clams, oysters or quahogs; it’s about what the customer wants because they really drive diversification. We run our seafood market that does everything from takeout meals to shipping wholesale orders all across Canada. We even sell lobster shipment boxes to fishers in the spring. It’s all a part of making the cash register ring.”

Jim adds that Lobster on the Wharf frequently updates its menu based on seasonal ingredient availability. “Our lobster poutine is a popular recent addition and we’ve been doing more lobster tails versus the traditional whole boiled lobster,” he shares. “We’ve also added fish tacos. Most of our menu is up to our head chef, Paul Lucas. He’s wonderful. He’s been with us for eight years and he’s already published two cookbooks, with another pending.”

Although Jim doesn’t see Lobster on the Wharf going anywhere anytime soon, he says he’s ready for a well-deserved retirement. “I’ve been doing this for over 30 years now,” he says. “My wife and I love to travel; we’re planning a trip to South Africa and we’ve been to Ireland, India and New Zealand in the past, but there’s a possibility my son will want to take over the business when the time comes.”

With 2014 around the corner, Jim says Lobster on the Wharf and other local establishments will welcome the 150year anniversary of PEI, which will hopefully bring in more tourism. “There’s also a brand-new convention centre that opened next door to us,” he adds.

For 33 years Lobster on the Wharf has maintained a steady position at the top of the seafood chain within PEI. MacKinnon’s Lobster Pound Ltd. continues to be local landmark and a favourite of visitors from far and wide. •

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Maltese Grocery LTD

Holding onto Family and Community in a Big-Box Market Produced by Sean Barr & Written by Molly Shaw

Lisa Maltese, co-owner of Maltese Grocery LTD (Maltese Grocery), is passionate about food and her family-owned and –operated store. “We eat a minimum of three times a day so why not love what you eat,” shares Lisa, who continues sharing this passion with customers – who are more like extended family – since the Ontario-based store’s first transaction.

I remember pulling the little red wagon down to the local lumber supplier and coming back with bags of sawdust in tow. We would throw the sawdust on the floor so it didn’t get slippery in the butcher area.”

The fourth-generation family corner store started small in 1931 with Lisa’s grandfather and parents. “Our first location was on Pear St. in Thunder Bay, Ontario,” reveals Lisa.

“The original store had about 14 different colors of flooring and paint, while my parents did patchwork and repairs.

“Although Maltese Grocery built an improved store in 1989, we are still located on the same corner Papa John used 82 years ago,” Lisa explains. In addition to a new facility, Maltese Grocery also expanded its customer base and offerings, all while remaining strongly committed to family and community.

Not Your Average Big-box Store

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Congratulations Maltese Grocery on your many years of success!

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“I run the operation with my brother, Dave,” shares Lisa.

“Our store isn’t extremely large, only 1,980 square feet of retail space, but we do our best to move fine quality product.”

It is evident that Lisa is proud of how far the company has come. “You won’t find many stores like ours out there,” she continues. The small grocer manages to stay afloat amongst competition from corporate giants like Target and Wal-Mart by providing a diverse selection of produce; specialty foods, including aged meats and cheeses; and focusing on loyal customers and the community.

“The competition is stiff,” reveals Lisa. “We lost another

independent grocery store in town this past year; they had been in business for nearly 24 years. It was a huge loss for the community.”

However, Maltese Grocery doesn’t compete with the big-box stores by trying to be one. “Our focus is customer service, quality and a diverse selection,” assures Lisa.

“All of this is possible by our amazing staff, both past and present, greeting customers by name as they walk through the door.”

The family-run store also holds onto a sense of community support that Lisa says you won’t find in a bigbox store. “During the Depression, my grandfather helped support the Italian immigrant community, allowing them to charge items to the store account, if they didn’t have the means that week,” she notes. “We still do that to a certain extent, because it’s about helping people in the community when you can.”

A Diverse, Specialty Selection For a small corner store, Maltese Grocery brings a lot to the table. “We have 35 employees, including six full-time butchers,” mentions Lisa. “Our full-service meat department is pretty remarkable. You don’t just pick up a prepackaged sirloin, you pick the one you like from our meat counter and our butchers will cut it fresh, to the exact size and thickness you desire.”

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That is not all the grocer does, however. “We also age our beef and that’s unheard of right now,” continues Lisa. “You need to age it for it to tenderize and taste better.”

Complementing its full-service meat department, Maltese Grocery boasts a fully stocked deli – cut fresh while one waits – a produce department and a fine selection of gourmet cheeses from around the world.

“We are constantly looking for new ideas and products to bring in from around the world,” Lisa explains. “We’re Italian so we originally started importing from Italy, but now we bring in goods from around the world, most recently adding Moroccan and Japanese products, as well.”

According to Lisa, staying in touch with food trends is a huge part of Maltese Grocery’s business. “People’s appetites change with food trends; they don’t want to see an empty store or the same products on the shelves every day,” she explains. “Five years ago, no one knew what quinoa or kale was. Now it is far more common to see in peoples’ meals.”

Customer convenience is another deciding factor. “We also have to keep in mind that everyone lives a faster lifestyle nowadays,” notes Lisa. “If we can do some of the preparation and our customers can finish the meal at home, then we will to help them out.”

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To support more offerings and specialty products, Maltese Grocery recently added brand-new, custom-made meat and deli cases, as well as narrower shelving, allowing customers more aisle space. Although Lisa and Dave decided to focus on the grocer’s interior, Lisa notes the store has undergone five renovations in the past, and she has a vision for the future. “Soon, we’ll be expanding the backend of the store and the processing and loading areas,” she explains.

Despite further expansion and upgrades, both Lisa and Dave will remain focused on family values and giving back to the Thunder Bay community, supporting the city with a giant heart. “Going back to our father’s saying, ‘You have to spend money to make money,’ business at Maltese Grocery is

about building connections with customers and getting them to come back,” says Lisa proudly. “We focus on one customer at a time and keeping them. Dave and I are so very fortunate to be part of the community of Thunder Bay; they have supported us all these years and shaped what and who we are today.”

For more than 82 years, Maltese Grocery LTD has been offering customers a unique shopping experience, unlike any big-box store; one that’s instead grounded in family ownership and a commitment to serving the community. •

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Mariner Seafoods

Leading Western Canada’s Ground Fish Game with Family Ownership Produced by Victor Martins & Written by Molly Shaw

In a boom or bust industry, Mariner Seafoods (Mariner) has been continuing a tradition of family fishing since the late 1970s.

In order to meet clients’ varying needs, the family-owned and -operated business is divided into Osprey Marine Ltd (OML), Mariner Seafoods Ltd. (MSL) and Mariner Seafoods International (MSI).

MSL is an offloading facility and onshore provider to local fishing vessels. Meanwhile, MSI is a privately held marketer and distributor of all frozen ground fish produced by OML’s fishing vessel, Osprey No.1.

Rapid Expansion What started out as a small-scale operation off the coast of

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Vancouver with Ron Mann partnering in a 44-foot vessel has rapidly progressed. “Although the company underwent significant changes in 2005, OML dates back to when my parents first started fishing in 1977,” recalls Shannon Mann, director of resource management and public affairs for Mariner. “They began by catching salmon and herring out of a small boat. Over their first winter in business, my parents built the 67-foot steel seiner, the original Osprey No. 1, in their backyard and things proceeded to take off from there.”

In 2005 OML retired the other vessels and imported a factory ship, renaming it Osprey No.1. Constructed in 1998, the Osprey No. 1 remains OML’s main vessel at 57.8 metres long with a gross tonnage of over 2,000 metric tons. The vessel is the largest and one of the newest ground fish ships on Canada’s west coast.

“In 2005, we went from managing three wet vessels ranging from 67 to 97 feet with a crew of maybe 10 to 15 people tops and a focus solely on fishing and delivering to the Osprey No. 1 at 185 feet, a whole factory and between 25 and 32 crew,” shares Shannon.

“Suddenly, we were fishing, cutting and freezing at sea, offloading, managing personnel, coordinating shipping, managing marketing and sales and contract completions on a significantly larger scale.

It all happened in one year so there was a huge learning curve for everyone, but it was our goal and dream for quite some time to get where we are now.”

Europe as our main markets,” notes Shannon.

Gaining Ground in the Ground Fish Market

“We offload the Osprey No. 1 with the help of our 22-person crew managed by our excellent dockside operations manager,” continues Shannon. “We also manage our own marketing and sales, arrange with the Canadian Food Inspection Agency for inspections and certificates and work with the freight forwarders to coordinate with our overseas customers for delivery. We utilize a third-party for our cold storage facility and freight forwarding, but we’re pretty well vertically integrated otherwise.”

In a short period of time, the company transitioned from supplying brokers and large local corporations to independent international sales and distribution. “We now sell to customers all over the world, with China, Ukraine and other parts of Eastern

Shannon goes on to note that an important contributing factor to the company’s success is that the family owns the vessel and the licensing quota. In fact, the Mann family owns 8.4 percent of the Pacific Hake total allowable catch (TAC) and approximately 4.5 percent of the other ground fish species TACs off the coast of British Columbia, making Mariner one of the largest independent producers of frozen-at-sea ground fish product on Canada’s west coast.

With more business, and more international ground to cover, Shannon says it’s all an effort to remain efficient. “Our crew is at sea for 20 to 30 days at a time, so we’ve made some improvements to make the most of that time,” she explains. “We switched the original on-board freezers from horizontal 25-pound pan units to 50-pound vertical block units to allow for bulk freezing, which is less labor-intensive. In Canada, we’re prohibited from filleting at sea, but we are able to head, gut, tail, freeze, etc., at sea, which produces a much higher valued product.”

In addition to bulk freezing, Shannon notes that OML has multiple on-board generators to create its own power, a water-maker, machining tools, as well as fuel-saving equipment.

“We have to make the most of our time at sea,” she reiterates.

A Boom or Bust Business Shannon also says that every year hosts a new slew of challenges, because the fishing industry is very unpredictable.

“Cod quotas have increased dramatically over the past couple of years resulting in a surplus of whitefish product worldwide, which has created a lot of challenges in our business,” she explains. “Finding skilled labour is always a challenge.

We’re competing against much larger corporations and we need trained marine emergency personnel and specific qualifications of engineers on board.”

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and family; we’re honored to be working in our family business, each with our own important role.”

Shannon contributes to Mariner’s success by checking the pulse of the industry. “I attend industry meetings and I participate in government committees and advisory panels,” she says. “I keep in touch with the science and management of fisheries and I’m also in charge of managing our quota usage.”

Shannon says a next step for Mariner could possibly be moving processing to overseas markets. “Currently we sell our product to processors in China, however, we’re always exploring the potential/possibility of custom processing and marketing the finished [retail-ready] product ourselves,” she adds.

In the meantime, Mariner continues to be a well-recognized player in Canada’s ground fish industry. “We were proud to be selected in the top three as a runner-up for the British Columbia Exporter of the Year award for our primary products and services,” shares Shannon. Since 1977, Mariner Seafoods has climbed to the top of the food chain while remaining grounded in family ownership. • “Fishing is a boom or bust industry,” continues Shannon. “Anyone in western Canada will tell you it’s not an easy industry to be a part of. Our markets have been hit recently, so we’re working to stay profitable for 2013.”

Although rapid expansion and new markets have brought challenges, Shannon says the company remains supported by family ownership. “There are four girls in this family that help run the business alongside our parents,” she continues. “My husband is also our port engineer and my brother in-law manages the crewing. We girls grew up in fishing, but we’ve all had to adjust to work on the marketing and sales part of the business along with the new demands an operation of this size entails. We are very pleased to have the ability to sustain such good jobs for our crew

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Maximum Seafood

As Fresh as Possible Produced by James Logan & Written by Molly Shaw

Maximum Seafood (Maximum) is making waves in the everpopular live and fresh seafood market. Since 2001, the Ontariobased seafood wholesaler has been importing a variety of species from all corners of North America and delivering quality-assured fresh seafood to retailers throughout the province.

“We’re a family-run business,” shares Max D’Elia, CEO of Maximum. “I’ve been in the seafood industry since I was in high school, which is about 28 years now.” D’Elia purchased Maximum in 2001 with the help of his brother, Leo, as well as his brother-in-law, Tony D’Angelo.

Since inception the company has become a big player in the Ontario market, importing and exporting products from a 30,000-squarefoot facility in Vaughn, Ontario.

“We have about 40 full-time employees,” notes D’Elia.

Maximum has the capacity to import an array of live species with six swimming pools. “The pools are 20 feet-long and 4 feet-deep and can hold up to 10,000 pounds-per-tank,” reveals D’Elia. “We hold live turbot and striped bass, largemouth bass, tilapia, eels, salmon and catfish among other species.”

Running Smarter In an effort to streamline operations several years ago, D’Elia started the company’s own in-house trucking fleet. “Our subsidiary company, All The Way Trucking [All The Way], is a huge part of our business,” reveals Kenneth Lawrence, controller for Maximum. “We also own tractors, refrigerated trailers and special live-fish hauling trailers that help us transport a large

amount of live species.”

The subsidiary has proven to be an asset. “All The Way’s primary job is to get live, fresh fish from the U.S. and deliver to our location in Ontario,” continues Lawrence. “We set up the subsidiary by leasing the trucks when other companies wouldn’t go to some of the locations we wanted to travel to in the U.S.” Therefore, Maximum decided to take matters into its own hands and establish All The Way. “We’re not a transportation company, so it was a bit of a learning curve, but we realized ways to run smarter,” notes Lawrence. “When we go to Florida or Boston for fish we work with third parties, bringing a load with us on the way down and acting as a freight-hauling company. We drop off the load and pick up our product and it ensures we’re never running the trucks empty. It’s worked well for us and helped lower our operating costs.”

Lowering operating costs allows Maximum to focus on specific value-added products. “We make some value-added, ready-toeat products for certain customers,” reveals Lawrence. “We make crab cakes, salmon burgers, cod cakes, Cajun salmon, roasted halibut, stuffed lobster, stuffed tilapia and stuffed calamari.”

Maximum is always keeping an eye on what’s fresh and popular in the seafood market. “We’re working on carrying new species of exotic live fish from Hub City Fisheries in Victoria, British Columbia,” shares Lawrence. “The live fish market has always been popular with our Asian customers, but now more and more clients are demanding it. People are looking for the freshest possible options.”

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Just Keep Swimming While Maximum has fine-tuned its business practices and operations over the years, Lawrence says it’s not always easy to stay above water in the fishing industry. “Our main regulator is the Canadian Food Inspection Agency [CFIA],” he details. “We have to report all imported fish with the species name, origin and supplier information for traceability or in the case of a recall.”

Aside from CFIA regulations, Lawrence says more customers are demanding higher safety protocols and handling methods.

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“From how we keep the plant floor to bringing in fish and handling the product to the temperature of the truck, people want to know the items were properly handled and chilled,” he says. “It gives our customers confidence in the product’s safety; all of the big guys are demanding this now.”

To keep up with safety regulations Maximum has hired a food safety manager. “Our food safety manager oversees all food safety operations,” adds Lawrence. “Fish are sample tested for histamines, as well as mercury.”

Another reason for concern is sustainability. “People are more environmentally conscious now than ever, as well,” reveals Lawrence. “Suppliers are asking more questions about where fresh seafood was caught and sourced, because protecting species for generations to come is a main concern. It’s now quite standard for us to field questions on the sourcing of fresh seafood. It’s wildly popular and people want to consume it, but they also want to know it’s come from a sustainable source and practices.”

Maximum continues to see the most growth in the live and fresh seafood market. “People are always looking for new, exciting and healthier options,” adds D’Elia. “The live market is popular, because you really can’t get any fresher than that.”

D’Elia sees Maximum targeting the fresh seafood market and moving west into British Columbia, sourcing and supplying more customers in the region. “The markets are doing well in Ontario and British Columbia,” he claims. “We’re increasing our in-house capabilities through new technology to help control quality and costs and we’re well-prepared to support a growing fresh seafood market share.”

Maximum Seafood continues to source from the highest quality, sustainable stocks from around the U.S. and Canada, emerging as a fierce competitor in the fresh seafood market. •

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Penguin Meat Supply Ltd.

Wholesale and Retail for Fine, Natural Meats in British Columbia Produced by Victor Martins & Written by Jeanee Dudley

In 1958 the Michaluk family purchased Penguin Meat Supply Ltd. (Penguin), a small dealer in high-end meats. Vic and Irene Michaluk purchased the company from Vic’s father a few years after the location moved from its original location in the Whalley area of Surrey to the White Rock area in 1964.

The family-owned business strives to offer quality in products and service, working with a number of reliable suppliers.

David Andrews, general manager of Penguin, has been with the business since 1969, although left for eight years to operate a motel; he returned in 1995. While Vic maintains hands-on involvement with the business, David ensures that operations and finances are running smoothly. He leads a team of 50 between administrators, retail sales team and wholesale sales team. The crew operates from the same location on Johnston Road in White Rock, although the business has expanded

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with the acquisition of Langley Cold Storage nearby in order to expand inventory.

You Can’t Beat this Meat “Our retail store, where we sell to individuals is at the Johnston Road location,” says David. “We also sell wholesale to small supermarkets. There are a lot of businesses in our area that buy and sell meat. We have close relationships with our customers.

Vic really goes way out of his way for customers and we do custom cuts in-house. We have several five-ton trucks, which we use to deliver around the province. We don’t have to be aggressive in finding business. Many of our customers find us through of word-of-mouth and we usually get the calls for meats. Outside of the office, we have three sales representatives who sell meat throughout British Columbia.”

Penguin has found a niche in high-end meats for both people and pets. “We sell natural, non-medicated meats, including bison, elk, lamb, goat, chicken, beef and pork,” David elaborates. “We have several hundred different products so there is a wide variety to choose from. Game meat has grown in popularity in recent years. We have responded with carrying more elk and venison with no hormones or medications. We also have a few newer lines of all natural beef.”

The team performs everything in-house. Penguin deals directly with suppliers worldwide, not a middleman distributor, to ensure high quality and cost effectiveness. Penguin sources elk from Alberta, venison from outside the country and natural beef from Canada. The increased warehouse space allows the company to keep products cool before sale. All processing is in-house, as well, which allows customers to select custom cuts of any type of meat desired.

Natural Growth David says his business has not experienced any specific economic challenges, although the market changes frequently.

“I’ve been in this business since I was 19,” he explains.

“The business runs differently through the year, but meat is

recession-proof. People have to eat, even if it is a different kind of meat. During the recession, our focus on wholesale worked well, because we weren’t hit as hard by restaurant changes. Even though people were eating at home, they were still buying high quality meats.

Overall, it looks from here like the economy is doing pretty well in the province, especially in the food industry.”

Using standard qualities to gauge the company’s success, David says that looking at profit and volume, Penguin is doing pretty well. A growing market share means that the company will have to continue to expanding facilities, which the team agrees is a pretty good problem to have.

“Three of four years ago we did some upgrades to our facilities,” David notes. “We will be making another big move in that area next year. Physically, we are not big enough.

We are looking to expand. We currently have about 12,000 square feet and we will need more in the coming years.”

The team tracks anniversaries from the year the company moved to its current location. In 2014, Penguin will celebrate 50 years in business. Quality products and service have certainly helped the company achieve this longevity, although David proudly says that Penguin’s greatest asset is people.

“We have a good training program for meat cutters here,” he continues, “And we also cross train. I think that is part of why people tend to stick around.

We try to provide good wages, as well as opportunities.”

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As the business continues to flourish, David and Vic will be able to extend these benefits to a growing crew.

Together, management and a welltrained and dedicated staff keep the gears turning. Penguin Meat Supply Ltd. remains a leader in the British Columbia meats market, offering high-quality foods to individuals and businesses in the region. •

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Red Barn Country Market Ltd.

The Fresh Choice for Specialty Foods in British Columbia Produced by Sean Barr & Written by Jeanee Dudley

Red Barn Country Market Ltd. (Red Barn), a small specialty grocer in British Columbia, consists of four store locations on Vancouver Island. Five Red Barn owners took over the business in 2009, and continue to steer the grocer toward success.

the four, at Latoria Walk. We now employ 245 people.”

Finding a Natural Niche

The leadership team includes five equal co-owners, four of whom formerly worked together at Thrifty Foods. Russ Benwell, head of marketing, social media and community relations, as well as Peter Hanson, head of finances and back end operations, joined forces with Ashley Bourque, head of meat, deli and smokehouse operations, as well as Sam Schwabe, who is responsible for produce and grocery procurement operations, and Duncan Davies, manager of strategic business planning.

Red Barn is focused on providing high quality. “We want to be known as your everyday specialty store,” Russ explains. “Our goal is to provide nutritional food that is sourced locally. We have relationships with a number of local farms; Vantreight Farm provides us with great, locally grown produce that we know our customers are interested in. We will try new vendors to fulfill trends and accommodate market changes. We rely on customers to determine those trends. Being a small business, we can be more flexible than larger grocers.”

“Between the five of us, we have 100 years combined experience,” Russ explains. “When Thrifty Foods transitioned to Sobey’s, we all lost the ability to be owner-operators. We decided to move on and buy Red Barn. When we purchased the business in 2009, there were three locations. In 2011, we opened another location, the largest of

Russ goes on to explain that Red Barn has been trying to drive island-grown, island-raised, island-made foods. “We promote local Vancouver Island businesses whenever possible,” he details. “We source items that are grown, raised or produced on the island first before looking off the island. We then move to include British

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Columbia and farther abroad to complete our purchasing needs.”

The grocer incorporates local beef, pork and chicken into its meat program. “We have two internal smokehouses on location that smoke 80 products,” Russ continues. “We make sausages, bacon, smoked cheese and other products; 79 of those 80 products are gluten-free. Our smokehouse produces foods that are low sodium with no fillers. We also offer a number of value-added meat items, such as chicken cordon blue, maui ribs, luau pork shoulder and other non-processed meats.”

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Russ is proud to note that Red Barn locations specialize in a wide variety of gluten-free grocery items. “You won’t find big name items, but we sell specialty items in these regards,” he continues. “We also try to provide education behind the items. Our stores range from 2,500 to 6,000 square feet. It’s an intimate experience for the shopper. We are a high frequency shopper location, not so much the volume shopper grocery store. Red Barn provides a boutique experience.”

Fast and Fresh Aside from local, fresh produce, meats and grocery items, customers can come into Red Barn to pick up a number of prepared entrees and platters. “Customers can come in to pick up dinner or lunch,” says Russ. “We create great sandwiches and party trays highlighting our meats. One of our popular to-go items is our sandwiches, we call them Tall as the Barn sandwiches and they are made to order and stuffed with our smoked meats and veggies on Portofino bread.

These sandwiches have been voted the best in Victoria.”

Red Barn’s niche and in-house products are creating growing demand across the region. “We are always upgrading,” Russ notes.

“A lot goes into our smokehouse, as well as food safety and store cosmetics. The economy has been tough, but we have been doing well since 2009 when we bought the stores.”

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Nonetheless, Russ explains that customers choose Red Barn locations due to customer service and the value of the grocer’s products. “We have a big produce section that we have been improving to add better value to customers,” he says. “Now, we are gaining market share in the Victoria area. We are building a strong brand that people have grown to trust and respect. We also give back to the community.

We sponsor local teams, donate to schools and local culinary events.

Direct marketing is important to us, because we represent the brand of our business within our community.”

With a strong brand identity and a growing base of loyal customers, Red Barn continues to grow. Russ and the team are planning continued expansion, as well. “We are actively looking for new

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locations,” he says. “It has been two years now since we opened the Latoria Walk location and we are positioning to open up additional island locations.”

In the coming years, customers can expect the same quality, local foods and leading service within a broader footprint. Russ and the crew maintain a simple philosophy: provide fresh, locally sourced food at reasonable prices, support the community and local food economy, as well as focus on feeding customers the highest quality foods and produce available. These principles remain unchanged as Red Barn Country Market Ltd. enters a period of accelerated growth into new territory. •

Rikas Grocers Ltd.

A Family-run Store that’s Passionate about Being Different Produced by Sean Barr & Written by Molly Shaw

Sydney-Anne Porter, owner and president of Rikas Grocers Ltd – which operates as AG Valley Foods (Valley Foods) – says she is proud and passionate about her chosen profession.

“Find something you love to do, do it well and success will follow,” Porter shares.

Valley Foods has been a landmark on Main Street in downtown Invermere, British Columbia, since 1998. “The store was established 19 years ago and I’ve been an owner for 15 years,” reveals Porter. “After eight years my former business partner,

Anneli Goheen, decided to sell her shares and invest in a new project with her husband. I approached my sons, Eric and Greg Lapointe, and invited them to move to Invermere and form a family business.”

Porter goes on to note that with seven years of intense on-thejob training and experience, her sons are now playing a large role in Valley Foods’ success. “We do our best to run it as a democracy, but I still get to play the mom-card on occasion,” she laughs.

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Not a Typical Box Store Valley Foods is anything but average. “I once read an article encouraging businesses to dare to be different,” Porter explains. “I loved the concept and it’s been our motto at Valley Foods ever since.”

Porter embodies a true passion to exceed expectations, and says her grocery store has undergone many changes since she assumed ownership. “Our community was excited as old equipment was replaced year by year,” Porter explains. “They supported us during an expansion, which involved massive renovations to the store’s interior. However, when we decided to paint the exterior dark blue, it caused a bit of an uproar in our small community. We were daring to be different on the outside and the district council did not approve of our plans. Opinions were divided, but we managed to rally enough support and evidence to gain district approval. Our perseverance paid off and customers love our unique look.”

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Above all else, Valley Foods’ mission is to be the cleanest, friendliest store in town, while remaining dedicated to contributing to the community’s well-being by providing the largest cross-section of mainstream and alternative groceries in the valley. To ensure Valley Foods is able to meet this goal, the team embraces change and invites customer input on a regular basis.

“Our variety and level of service is unlike any big-box store,” ensures Porter, who can be found stocking shelves on a daily basis, embodying the definition of hands-on ownership. “About 13 years ago we began integrating natural, organic and gluten-free items, because we believed it was the right thing to do; to offer our customers alternative choices. Today, alternative foods are one of our fastest growing categories. The glutenfree movement is huge. I decided to give it a try myself and was rewarded with weight loss and extra energy.”

According to Porter, Baby Boomers are major contributors to said-categories. However, a growing number of young people are seriously taking a second look at food choices, as well. “More literature is available as studies are published in support of choosing healthier alternatives, and thanks to the media and Internet access, information is readily available to people of all ages,” she continues.

Valley Foods continues to offer a large variety of mainstream groceries. “Alternative choices simply complement our

traditional items,” Porter explains. “Whether you’re seeking organic vegetables and free-range beef, or satisfying a craving for potato chips and cola, we supply it all. It’s really all about balance.”

Buying and Supporting Local “We have more flexibility than corporate retailers,” Porter declares. “As independent operators, we can embrace change and put it into effect readily and easily. We don’t have to wait for the head office to give us their approval. If a customer offers a suggestion or voices a concern, we listen and respond quickly. We may have a brainstorming session in the morning and begin proceedings for new plans the same day. We enjoy the ultimate luxury of freedom and opportunity.”

Valley Foods works hard to maintain affordable prices; however, Porter admits with only 10,000 square feet of operating space, her store cannot always compete with bigbox pricing available in the neighboring community of Cranbrook.

“We encourage customer loyalty by supporting our community whole-heartedly and by shopping locally ourselves,” she says.

“We partner with over 25 local businesses, from the baker 105

Food & Drink

good family relationships with the Invermere community, building on 15 years of out-of-the-ordinary shopping at Rikas Grocers Ltd. •

who has been supplying us with specialty breads and pastry for over 13 years, to the florist who keeps our front end fresh with gorgeous bouquets. We constantly source out unique products, and local vendors have become major contributors. Instead of competing against each other, we enjoy greater success by working together to build a stronger business community.”

There is something for everyone to love at Valley Foods; from fresh gluten-free bread in the bakery to freshly prepared meals by the deli’s chef and the freshest produce – grown locally and sourced from around the world – to top-quality offerings of Alberta beef, pork and poultry from Valley Foods’ in-store meat cutters.

“I believe it’s evident we’re passionate about our business and want to offer the best shopping experience possible,” adds Porter.

According to Porter, a busy summer season brings in capital and she always reinvests. “We agree with a mentor who advises, ‘You must innovate, renovate or evaporate,’” she says. “We constantly update and renovate every aspect of our store. We recently designed a menu to showcase our chef’s new fresh meal program and we’re working on a plan to install a new cheese island to support our community’s growing desire for gourmet cheeses.

Change is the only thing that is constant in retail.”

Rikas Grocers Ltd.

Although Porter and her family work consistently to improve Valley Foods, she says the company currently has no plans for outside expansion. “Our goal is to operate this business to the best of our ability while maintaining healthy relationships with our families,” she explains. “It’s very important for Eric and Greg to spend quality time with their wives and small children.”

Porter and her sons continue to share their passion for good food and 106 | CABusinessExecutive Winter 2014

Thanks for making us your supplier of choice for premium quality cheeses.

Taking a bite out of life

Visit us online at www.saputo.com

Sequoia Company of Restaurants

In the Right Place at the Right Time Produced by Sean Barr & Written by Kelly Matlock

The success of the Sequoia Company of Restaurants (Sequoia) – comprised of The Teahouse in Stanley Park, Seasons in the Park, Cardero’s Restaurant and The Sandbar Seafood Restaurant – is impressive. All of the Sequoia restaurants are located in Vancouver. B.C., and have earned the love and support of locals and visitors alike.

the opportunity to create a unique, year-round dining establishment. Sequoia’s success remains grounded in finding exceptional locations and providing the highest quality of casual fine dining today.

Founded in 1978, Sequoia began as one restaurant: The Teahouse Restaurant in Stanley Park. The beloved local institution – a summer tearoom privately owned and operated – was in need of repairs and serious updates; therefore, was in danger of being torn down.

Sequoia’s Seasons in the Park boasts the most awards in Vancouver’s phenomenal restaurant scene. Established in 1989, Seasons in the Park began similar to The Teahouse; Seasons in the Park was previously known as The Quarry House, as the building’s land used to be the city’s rock quarry.

Brent Davies, current owner of Sequoia, took hold of

The owners of The Quarry House wanted to retire and

Seasonal Variety and Changes

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Sequoia again swooped in to create a local dining treasure.

The restaurant was closed for a year to complete necessary renovations and the addition of the glass Gazebo-style dining room, now known as a the Skyline Room. Seasons in the Park opened during spring 1989. The restaurant has since hosted numerous notable events, including the 1993 Summit meetings between Boris Yeltsin and Bill Clinton, which eventually won the bid for the 2010 Winter Olympic Games.

During the bid, these events were held to showcase the city of Vancouver as a prime location for the Olympic Games.

After almost 25 years, Seasons in the Park has transformed again after two years of extensive renovations.

“It’s easy to understand why Seasons in the Park was awarded the Best of the City Dining Gold Winner in numerous years by WE Vancouver,” says Sarah Ng, marketing manager for Sequoia. “People coming back will see a big change. There is a new wine bar and beautiful interior wood finishes.”

Ng can easily hype Seasons in the Parks’ recent evolution, as she is genuinely excited about it. Ng started her path with Sequoia in 2008 at guest services for Seasons in the Park and worked her way up to her current role over the years.

Seasons in the Park is now aimed toward a more casual and approachable everyday dining experience. However, it is still a popular spot for special occasions and a repeat winner of Vancouver’s Most Romantic Restaurant by local reviewers and magazines. Located in Queen Elizabeth Park – the highest point in Vancouver – the view of the city over the water creates an unparalleled atmosphere, complimented by cozy stone fireplaces and warm lighting.

However, Seasons in the Park isn’t the only award-winner in the Sequoia family, as the other three restaurants have also garnered a fair share of accolades. The Teahouse Restaurant, boasting romantic and classic 108 | CABusinessExecutive Winter 2014

ambiance, is famous for having the longest sunsets in the city due to its location in Ferguson Point.

Cardero’s Restaurant, known for its interesting architecture and décor, was voted Best Restaurant in Coal Harbour.

Additionally, The Sandbar Seafood Restaurant is located in the heart of Granville Island, and consistently wins Best Spot to Take Out of Town Guests.

Awards are one thing the Sequoia restaurants have in common, along with an approachable fine dining format, seasonal menus and the use of local suppliers. Nonetheless, the restaurants are distinctly unique and Sequoia likes it that way.

“They all have their own brand,” says Ng. “It’s the place, the people and the effort of each separately that have led to each individual success.”

A Well-rounded Family Located on waterfront property on Granville Island, The Sandbar Seafood Restaurant is well-known for its fresh seafood, rooftop patio and stunning views. “Whether you are seated in the main dining room, second-level mezzanine, rooftop patio or Teredo Lounge, the view is great from every

angle,” Ng explains. “Tucked under the Granville Street Bridge, its nightly live music offerings, fresh seafood, funky nautical décor and sushi bar truly sets the establishment apart. It quickly became a favorite for locals, day or night.”

While each location and clientele varies, all Sequoia restaurants dine a fair share of tourists, businesspeople and locals alike. From The Teahouse in Stanley Park to The Sandbar Seafood Restaurant, the focus for each restaurant remains on exceptional food quality.

Despite the differences, food quality is the bones of each Sequoia operation. Chefs filet fresh fish in-house, stocks and soups are house-made and seafood is Ocean Wise-certified and sustainable. Additionally, local bakery Terra Breads supplies fresh bread to each of the restaurants, which is in line with Sequoia’s overarching tendency to buy local.

The Sequoia family takes its service one step further, ensuring there is something for everyone. With private rooms at The Teahouse in Stanley Park and Seasons in the Park, the two restaurants have the ability to host private events and weddings throughout the year, as well as holiday parties in the winter.

“When things thaw out in March, Seasons in the Park hosts 109

Food & Drink

a variety of tasting events in its brand new wine bar twice a month through to October,” Ng continues. “These tastings highlight exceptional food and wine offerings and pairings.”

Davies is well-known for praising his team of managers and executive chefs, all of whom are key players attributing to the success of Sequoia’s family of restaurants. “The four executive chefs are Canadian and have a wealth of knowledge and experience,” Ng says. “From Romania, Italy, and Asia to Montreal and Whistler, each chef brings a unique range of their origin and varied careers to the table. Without the people in the past and the existing team, Sequoia restaurants would not be enjoying success today and hopefully for more years to come.”

According to Ng, nobody knows what will come next for Sequoia. “There are always wonderful, neglected locations that could be transformed into a great new restaurant,” she details. With great locations and a true focus on maintaining a high standard of quality food and service, it is evident that Sequoia Company of Restaurants can look forward to further growth and accolades in the future. •

110 | CABusinessExecutive Winter 2014

Sroka Group Restaurant Intl. Inc.

A Family Legacy of Food Service Excellence Produced by Sean Barr & Written by Jeanee Dudley

In 2004 the Sroka family purchased Lavtor Holdings (Lavtor), an Alberta-based company that operates eight Smitty’s Family Restaurants (Smitty’s). Soon thereafter, Don Sroka purchased the food, beverage and gaming operation at an East End Edmonton Hotel; Don named the operation Tyson’s Grill, after his first grandson.

at Edmonton Northlands and a seven-year run as president of Groupex Systems Canada Inc., a hotel and restaurant buying group. Don also served a number of terms in the volunteer role of president of the Alberta Restaurant and Foodservices Association, as well as chairman of the board of the Canadian Restaurant and Foodservices Association.

Don, known as the family’s patriarch, attended the University of Alberta before moving into a career in the food service industry. Prior to becoming a Smitty’s franchisee, Don’s previous decades of experience include several leadership positions, including 20 years as general manager of food services

Don and his wife of 44 years, Dolores, have two children and four grandchildren. Together, the Srokas own and operate Sroka Group Restaurants International. Inc. (SGR) as a family business.

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“When the family isn’t busy keeping nine restaurants running smoothly, we like to travel and relax together with our children and their spouses, Rob and Kim and Barbara and Norm, as well as grandchildren Tyson, Karly and newly born twin granddaughters Sydney and Lindsey,” Don says proudly.

booth seating, higher percentages of tile flooring, more highend wood décor and bulkheads, with contemporary wall hangings and pictures similar to higher end restaurants. Over the past eight years we have renovated all locations. Customer reaction has been extremely positive and sales are soaring.”

The family’s continued presence in the business offers a unique business model, with Don, Barbara and Rob remaining highly involved in the company’s day-to-day operations. Above all else, Don’s priority is first-class customer experience, where customers are treated like kings and queens.

Shortly after leaving the University of Alberta, Don worked with Canada Packers in management for four years. “I got to know a lot about pork and beef,” he continues. “One of our customer complaints in the first few weeks I owned the company was that we were not serving Alberta beef, a product that has been recognized around the world as one of the best beef products anywhere. At that time the Smitty’s in Edmonton was serving New Zealand beef. Similarly, several restaurants, even those not part of Smitty’s, serve a product they call Canadian back bacon, but it’s not Canadian back bacon.”

Don credits an unpleasant exchange between airline staff and his children several years ago on a flight to Hawaii with the inspiration for his approach to customer service. “The service was terrible, and certainly not what we had experienced on this airline in the past,” Don recounts. “Our 5-year-old daughter, Barbara, was very excited to be on a 747 for the first time in her life when one of the flight attendants knocked my daughter’s elbow with her service trolley, and then complained about the little girls’ elbow sticking slightly out into the aisle. When we returned home from vacation three weeks later, I called to lodge a complaint and to my surprise, I was directed to the president and owner of the airline, Max Ward of Wardair, who told me he was in charge of complaints.”

Don immediately adopted that role in his position as general manager of Foodservices at Northlands. Today, Rob continues the tradition, giving Smitty’s customers a 100 percent guarantee, and speaking to customers via phone or email directly relative to any issues. “Customers pay the bills and deserve to be heard by ownership wherever possible,” Don says.

AM/PM Service and POSiTouch are very proud to be the chosen Point-Of-Sale system for Smitty's-Lavtor Holdings and have been so for the past 14 years!

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Raising the Bar on Food and Décor “Walter Chan started the Smitty’s family restaurant chain in 1960 and his dedication to quality, service and value have grown the chain to be Canada’s largest family restaurant chain some 53 years later,” Don explains. “There are almost 100 Smitty’s family restaurants coast to coast and SGR is the largest franchisee. One of the main attractions to being part of Smitty’s was the flexibility in the business franchise operations. Shortly after I purchased these locations, we decided as a family to embark on a major renovation program of all eight restaurants. We improved the décor to include raised 112 | CABusinessExecutive Winter 2014

“Congratulations and Best Wishes to the Sroka Restaurant Group on your recognition by CA Business Executive! Sysco Edmonton is proud to be your food supplier of choice.”

To find out what we can do for you, visit us at www.syscoedmonton.ca or call us at 780.643.7450

However, Don, known as a gambler, moved forward believing that customers would notice the difference. “Sales took off when customers saw the better quality,” Don continues. Shortly after switching to Alberta beef, Don and Dolores were walking through one of their restaurants when a server stopped them and introduced herself saying, “thank you.”

“I said, ‘You’re welcome, but why?’” Don continues. “The server said, ‘For switching to quality Alberta beef. We servers were not receiving gratuities when we served the lesser quality beef and now customers are happy and leaving gratuities.’”

The Srokas Next Move

Don & Dolores Sroka

In order to control costs, Don calls on his seven years as president of Groupex, wherein he negotiated many contracts for members that were significantly better priced than most chains could receive.

According to Don, he elevated the company’s quality to Alberta beef and real Canadian back bacon. “Both were much more expensive and the menu prices did not rise, so this move was a huge financial gamble.”

“We believe that one of the keys to our success and growth is a result of our partnerships with our suppliers,” he says. “It’s a win-win situation, they give us better prices, we sell more to customers, they sell more to us and everyone is happy.”

Centennial Food Service Our Goal = Customer Success

Don believes that customers are getting more sophisticated day by day, and operators must understand what customers want and provide it, or face declining sales. “Serving restaurant customers in 2014 and beyond is going to change dramatically and operators must realize they can’t ignore this fact,” he says. “Customers want a say in how they eat and what they eat. Health and nutrition are very important and must not be ignored by operators.”

In the SGR restaurants, customers have seen improvements outside of physical appearance and menu upgrades. “I believe in learning from others and that imitation is the best form of flattery,” Don says. “A few years back, Rob was attending a seminar by one of North America’s gurus in restaurant marketing and learned of a new loyalty card system.”

Centennial Foodservice has had the pleasure of dealing with Smitty's and the Sroka Family for years. Time and time again Don and Rob Sroka will make decisions that directly improve the quality of the products in which they serve.

They believe in providing guests at their restaurants with the best dining experience possible. Because of this Smitty's Edmonton has become a staple in the lives of many Edmonton residents.

We at Centennial feel extremely privileged to have had the opportunity to work with Smitty's and the Sroka Family in helping them achieve their goals and look forward to seeing their business grow in the years to come.

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Shortly after returning to Canada, Rob and Don agreed to partake in the loyalty program and have seen nothing but growth and happier customers since. “This program gives customers a rebate of $10 for every $200 they spend,” Don continues. “The program sends an email to the customer shortly after they dine with us. The email is signed by Rob and customers are very pleased that someone in top management [vice president] cares about their opinion. Rob personally calls or emails every customer that has any concern and always extends the companies 100 percent guarantee, which all customers love. Recently one customer who dines with us three or four times each week felt that the selection of vegetables was 113

Food & Drink

Rob Sroka

the same too often. She conveyed this to Rob and we are now changing the selection more often.”

Another reason why the restaurants are enjoying double digit sales increases often is the many promotions that Rob and Douglas Bisset, director of operations, are instigating.

“Mondays are free pie Mondays, Tuesdays are double point days, Wednesday is all you can eat fish and chips and on and on,” Don explains. “Many customers love the promos and come looking for what the promotion is that day. All our lounges feature 14 cent wings and many daily specials. Customers love promotions and once again; it’s a win-win.”

With a growing repeat customer base, SGR is ready for expansion, and Don hopes to expand his franchise to 20 locations over the next few years. “In addition to adding a few locations in the Edmonton area, we are also looking to expand to Las Vegas and Phoenix,” he says. “Lots of snowbirds from Canada go there in the winter.”

In the distant future, Don and Dolores plan to hand over the reins to their son and daughter, marking a secondgeneration of Sroka ownership. “With four grandchildren, who knows this may become a many generation company,” Don says. As time goes by, Sroka Group Restaurant International Inc. will continue to spread a philosophy of being a leader in the industry. •

Mr. & Mrs Douglas Bisset

Smitty's opened its first restaurant in Calgary, AB back in 1960.

Smitty's™ now spans the country from St. John's, NFLD to Vancouver Island, BC and still has room to grow!

If you want to be part of a Canadian owned, proven concept that is nationally recognized, please contact our Franchising Director @ 1-800-927-0366 or email: info@smittys.ca ™

or visit www.smittys.ca

All Your Favourites, All Day Long

Proudly Serving Canadians From Coast To Coast Since 1960!

Smitty's™ Canada Limited would like to salute Don and the entire Sroka family for their ™ ongoing commitment to our Smitty's Restaurant Brand in Edmonton and area!

The main ingredient for our successes have been our solid operating principles and our dedicated Franchisees across the country. We provide strong support in Site Selection, Design, Lease Negotiations, Construction, Administration, Training, Operations, Menu Development, and Marketing. Plus, our proudly Canadian menu features traditional favourites along side great new tastes for breakfast, lunch, and dinner.

Smitty's has been a tradition for many Canadian entrepreneurs since 1960. ™

For more information about Smitty's please visit us at www.smittys.ca

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The Phoenix Grill Ltd

Premium Casual Dining with a Cultural Flair Produced by Sean Barr & Written by Molly Shaw

The Phoenix Grill Ltd. (Phoenix Grill) is not your average meat and potatoes eatery. When Darrell Achen, now president of Phoenix Grill, established the Calgary-based premium, casual restaurant in 2005 he knew he wanted to do something a little different.

we’ll do salmon with an orange soy glaze. We make something you cannot buy at the supermarket, and the hope is that entices our customers enough to keep them coming back.”

“We’re a modern grill with some of the classics, but there’s also Pacific Rim and Asian influences in our cuisine,” reveals Darrell. “For example, instead of traditional grilled salmon,

After years as an executive chef starting some of the industry’s most recognized casual dining chains, Darrell decided it was time to take a daring leap. “I’m the owner of the grill, but

Taking a Leap

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I’m also a chef and I’ve worked in this industry my whole life,” he shares. “I grew up working in Earl’s restaurant chains and then helped start the Joey’s concept. After doing that for seven or eight years, I decided it was time to try something on my own.”

With the help of his wife Mandy, Darrell opened the first Phoenix Grill in Calgary in 2005. “At that time, the Asian food trend was growing rapidly in Canada and the states,” shares Darrell. “P.F. Chang’s took off like crazy and I wanted to focus on a similar concept, but keep some of the classics.”

Darrell’s idea for a dining experience that combined modern flavors of the grill with Pacific Rim influences began to emerge and his stylish, made-from-scratch food along with memorable service and customer recognition was an

immediate hit. “As we began to grow I brought in more sous chefs and trained them myself,” says Darrell. “We make everything on premise, from our soups and sauces to stocks.”

Darrell goes on to note that Phoenix Grill’s service side is also pristine. “We do a great job of getting to know our customers,” he continues. “My wife and I frequently work the floor and our customers know they can talk with the owner and ask the chef how something was made.”

Phoenix Grill now occupies two locations in Calgary, one in Westhills and another in Darrell & Mandy Achen Shawnessy. “We can seat about 150 people with 5,000 square feet of space at both locations, including outdoor patios in the short summer season,” shares Darrell. “We’re conveniently located in more of a suburban area near the movie theaters so on weekends, there’s always a good crowd. Friday through Saturday night we’re always busy.”

As the restaurants have grown, Darrell has made necessary upgrades, including new carpets and flat-screen televisions.

“We also added new granite countertops, because we have an exposed kitchen at the south location,” he adds.

Keeping it Current, Fresh and Flavorful Phoenix Grill combines traditional flavors with authentic infusions from around the world. “We don’t have nachos,” says Darrell. “We do have Peking dumplings and ginger beef.

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116 | CABusinessExecutive Winter 2014

North Sea Fish are purveyors of premium quality seafood since 1971.

It is managed by a team of dedicated seafood purveyors with over 60 years of experience in the seafood industry.

North Sea Fish is committed to providing quality, sustainable seafood to restaurants and customers throughout Alberta. You probably have ordered their seafood in many of Calgary, Banff, Canmore, Okotokos and Airdrie's finest restaurants.

Our pastas are unique, as well. We’ll do an island curry bowl rather than something more familiar.”

budget and I ended up doing a lot of the work myself in the beginning.”

Although the restaurant isn’t a typical meat and potatoes joint, Darrell says Phoenix Grill does offer certified Angus choice steaks, ranging from sirloins to New York Strip. “We bring in a new menu about every six months,” he explains. “We have a feature sheet where we put out fall and winter or spring and summer specials depending on what we like that’s seasonal.

We import all of our seafood from the British Columbia coast and our cheese comes from a local dairy farm.”

But even amid the economic downturn, Darrell says Phoenix Grill has remained a go-to establishment. “While some downtown restaurants took a hit, we’ve done all right being in the suburbs,” he adds. “The oil economy in Calgary and Edmonton also help drive the local market. If oil is doing well, then everyone in Calgary is out spending money.”

Darrell says it’s all about accommodation and keeping things interesting. “The gluten-free trend has become a significant part of our business,” he reveals. “This summer we introduced a berry spinach quinoa salad that was so popular customers are demanding we leave it on the menu for the winter months.

That’s an example of a good problem.”

According to Darrell, it is about small improvements every day. “We’re always competing against last year’s sales,” he says.

“Our POS system tracks what we did on the same day last year and we try to top that.” With no plans of slowing down, The Phoenix Grill Ltd. will continue delivering a unique dining experience, combining fresh, seasonal food with Pacific Rim flavor infusions and unparalleled friendly service. •

Additionally, the restaurant partners with Gordon Food Service to source the best, high-quality ingredients.

“Our suppliers are very helpful when we’re looking for a specific item, such as quinoa,” shares Darrell. “We asked them to bring us several kinds to try and we ended up with a great organic version that’s been a hit.”

While business is certainly booming, Darrell admits it wasn’t always so easy.

“When I started the grill I had opened 12 Joey’s restaurants, but it was a huge step to start something completely on my own,” he reveals. “I didn’t realize the support I had working for another company until it wasn’t there. I had to find a way to do things with a smaller 117

Manufacturing

Belt Conveyer Guarding

Ensuring a Safe and Efficient Operation Produced by John Carioti & Written by Kelly Matlock

Belt Conveyer Guarding (BCG) designs and manufactures customized guarding systems that fit the exact needs of its customers. This one-of-a-kind service has put the company firmly at the forefront of its marketplace. Created in 1998 to fill the demand for conveyer belt guarding systems, BCG was a pioneer in the North American industry and has been on the rise for the past 15 years.

With 35 in-house employees and five traveling technicians, BCG operates out of one location in Barrie, Ontario. The company not only services Canada, but the team reaches nearly every corner of the United States.

A Competitive Edge “A lot of our competitors have an off-the-shelf, one-size-fitsall solution,” says Jerry Power, marketing coordinator at BCG. “This is what makes the company a preferred turnkey guarding provider. But most of the solutions we create are customized to the exact piece of equipment that we are guarding.”

In this way, the company’s solutions not only eliminate workplace injuries, but actually improve overall productivity.

By addressing ergonomic needs, BCG systems are lightweight, easy to install and remove, and streamlined.

Unfortunately, it is often that new customers seek out BCG due to a workplace accident or a noncompliance status postinspection. In this case, systems are needed as soon as possible.

Because BCG designs and manufactures in-house, the team can get parts to a deficient company promptly.

118 | CABusinessExecutive Winter 2014

However, BCG is working to educate the company’s target market. “It is important to be proactive and have a compliant guarding system in place before experiencing a workplace injury, fines, citations or a costly shutdown,” Power explains.

For this reason, BCG products are CSA, MSHA and OSHA compliant.

Many customers are found in the mining, power generation and steel industries where material is moved on conveyers that require guarding systems.

“It is becoming more and more important for these companies to be compliant,” says Power, as industry regulations are on the rise. “Now, BCG is well-positioned to meet this increase in demand and to set the standard for how guarding should be.”

Filling a Need by Reaching Out BCG stepped into the marketplace 15 years ago. The company, founded by Paul and Karen Vandergeest in the early 1990s, was initially fabricating conveyer belt equipment and doing repairs; this was an advancement of its beginning in welding maintenance. Further evolution took place when management noticed that much of the existing equipment was noncompliant and/or hazardous.

“We saw a need and stepped in to fill that hole,” explains Paul Vandergeest, president of BCG. “It was a niche that was sought out because nobody else was doing it.”

As the years have unfolded, from an engineering standpoint,

which includes measuring and photographing equipment, followed by cost projections.

“We prepare an assessment report outlining any deficiencies in the guarding that they have, and make suggestions for compliant solutions,” explains Scott Monkman, operations manager for BCG. “There are also many companies that do not have any guarding in place, and we are happy to help them become a safe work environment through the use of proper guarding systems.”

Innovative System Benefits

BCG has been one step ahead. “We were the first in North America to introduce flat guards and basket guards,” says Vandergeest. With a broad reach, BCG often travels to western and eastern Canada, as well as to the southwest U.S. BCG attends between 10 and 15 trade shows annually, and in doing so reaches companies that need guarding systems. A safety technician goes out to perform a guarding assessment,

“There is always an opportunity to further our offerings and go above and beyond,” affirms Vandergeest. For BCG, being all-in for customers means establishing a long-term relationship that includes on-site product and installation training and thorough safety presentations.

A well-designed system will also extend the life of equipment for customers. When guarding is hard to take off and replace, workers will report that the guarded area is not going to be maintained unless it absolutely has to be. With lightweight, easy-to-remove guarding systems, maintenance is more willingly completed by workers. “This saves on unscheduled downtime due to equipment malfunction and breakdown,” explains Vandergeest.

One of the most impressive offerings of BCG is the wedge clamp: the ultimate guarding fastener. The wedge clamp fastening system allows guards to be installed in less than 15 seconds, and easily removed for maintenance. There are no loose parts and the clamps are either zinc-plated or stainless steel, depending on customer preference. The clamps are used by the numerous guarding systems offered by BCG, which include: modular barrier, flat, v-belt, pump, gland seal, return idler, grinding mill and coupling.

“Not only do workers and the companies they work for benefit, but BCG employees do, as well,” Monkman says.

“Our engineers find it rewarding to design unique systems that satisfy our clients. It is an internal victory to identify the need and conquer the design challenge; I find the results of the team impressive and the projects continually interesting.”

New opportunities for innovative solutions come up every week, such as suspended guarding, particularly in the underground mining industry.”

“At the end of the day, we want to make sure that everyone makes it home safely,” Vandergeest adds. And that is exactly what Belt Conveyer Guarding does, in addition to improving the daily operations of companies throughout North America. • 119

Manufacturing

Black Bear Flooring

Leading Hardwood Flooring Sales and Installation in Ontario Produced by Chuck McKenna & Written by Jeanee Dudley

In 1892 Peter Thomson founded Peter Thomson & Sons (PTS), a small Ontario lumberyard to serve the needs of local builders. For over 120 years, PTS has grown steadily, offering a range of wood products to clients.

PTS broke into the flooring market in 2008 with Black Bear Flooring (BBF), a subsidiary business specializing in customized flooring projects for builders and homeowners.

Rob Bewell, president of BBF, alongside John Melnick, vice president of BBF, as well as Jaime Lippett, floor sales manager, work together with a team of 15 to provide unique flooring design and fabrication services to individual customers and wholesalers alike.

120 | CABusinessExecutive Winter 2014

PTS has been treating and finishing lumber for more than a century. Currently, the business exports North American hardwood to the United States, Asia and Europe. Bewell notes that, in the past, the company has imported from Europe, depending on each continent’s growth and manufacturing strength at the time.

“We focus on wholesalers,” he explains. “We work with big manufacturers in the United States and across Europe; though here in the U.S., we also sell to end-users. We have our own saw mill and workers. We start with a log, bring it into the yard, steam and kiln dry wood. For the flooring division, we cut and finish boards to customer specifications.”

“We work with the end-user to create custom specifications and then produce the flooring,” notes Bewell. “Everything, from design to the final cut is performed in-house and we have extremely close relationships with pre-finishers and installers. Both are very reliable and know how to work with, and take care of, our products.”

The team has put together a number of specialty flooring products for customers in recent years. “We strive to be the best, trying to go above and beyond with creativity,” explains Lippett. “I’m trying to make a product that’s going to stand up to the test of time. I’m not selling a product that you’re going to replace in a couple of years; this hardwood is going to be down for life.”

BBF specializes in complex custom work. The company’s impressive portfolio attracts clients who have a difficult project ahead. One such project, which Lippett considers one of the company’s most engaging, was a complex floor restoration.

“This is an old schoolhouse built in the 1930s,” she elaborates.

“We produced two-and-a-quarter-inch maple flooring to perfectly match the original. We produced it just as it would have been made originally, with wood and oil. This was a very complicated and costly process, but it came out really great.”

Making it in an International Market Cutting-edge Capabilities PTS and BBF operate out of a single location in New Tecumseh, Ontario. An on-site lumber operation allows the company to keep work in-house, controlling quality and keeping costs down for customers. For the flooring end of the business, the team works with two major homebuilders, as well as certified installers.

While Ontario has remained more or less economically steady over the last few years, many of BBF’s customers in the United States struggled through the country’s recent recession. “The housing market in the United States has presented the biggest challenge for us lately,” Bewell explains. “We have been trying to focus on work in Ontario to balance that out. Working here is helping us build up our name.”

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With a renewed local focus, BBF is making some changes on the homefront. The company is taking a strong approach to conservation. By offering environmentally kind wood products, the team is reducing its impact on the environment while simultaneously ensuring the stability of the lumber industry as a whole. Prudent forestry has taken on importance in the market, as well as extending the lifetime of lumber. By utilizing an advanced, UV drying technique, BBF floors last longer, meaning the product does not have to be replaced as often.

As the business continues to grow steadily, Bewell, Melnick and Lippett are looking for new market opportunities. With a

strengthening market abroad in Europe, BBF is ready to grow at home, too.

“We are trying to create unique and custom floors to tailor to individual tastes, rather than generic brands,” says Bewell.

“I absolutely love my product and I would like for everyone, from builders to families, to love it as much as I do.”

The U.S. market is in recovery mode, meaning an increase in business in the near future. Wherever the lumber trade takes the business, Black Bear Flooring and Peter Thomson & Sons will continue to provide top-of-the-line lumber processing and design services to clients worldwide. •

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122 | CABusinessExecutive Winter 2014

Tonda Construction Ltd.

Expert Project Management Supporting Research and Development Produced by John Carioti & Written by Molly Shaw

After many years with one of Canada’s largest contractors, four once co-workers turned owners decided it was the right time to start up a company of their own, creating Tonda Construction Ltd. (Tonda). By combining backgrounds in commercial construction, Tom Head, Dave Grant and Tom Weller – now sole owner and president – founded the company in 1978, with the help of Nick Spivak for a short time.

“The name Tonda comes from the founders’ names,” explains Darrin Weller, secondgeneration vice president of Tonda. “T for the two Toms, N for Nick and D for Dave.”

Darrin, an industry veteran of nearly 26 years, followed his father Thomas’ footsteps. “Like my father, I’ve always been interested in building and doing hands-on work,” Darrin shares. “Growing up with my father in the business led me down the same path.”

Darrin explains that after leaving Ellis-Don in Alberta, his father and the co-founders relocated. “They relocated to Ontario where they focused on building clients in the institutional and health care sector,” he continues. “Early on, Tonda focused on university and hospital campuses and that has remained one of our specialties.”

Tonda remains grounded in the founders’ founding principles today. The company continues to offer general contracting and project management for institutional and commercial clients throughout the province from its home base in London, Ontario.

“We have a great deal of experience with higher education, hospitals and commercial buildings,” details Darrin. “One of our biggest clients is Western University [WU].”

In early 2012, Tonda broke ground on one of the company’s most sizable jobs to-date. In collaboration with UWO, Tonda tackled the $12 million Hangan and Western’s WindEEE (Wind Engineering Energy and Environment Research Institute (WindEEE).

The London, Ontario-based research facility simulates the swirling, multidirectional winds of severe storms, such as hurricanes, tornadoes, microbursts and downbursts.

The need for such a facility was becoming more and more apparent after facing local storms, such as the tornado that devastated Goderich, Ontario, in 2011.

Making it Rain The WindEEE facility is the world’s first large-scale six-sided wind dome comprised of half-a-million pounds of steel. The building’s dome exterior is 40 metres in diameter and the hexagonal testing chamber is 25 metres in diameter; 106 fans positioned around the test chamber simulate winds, ranging from severe hurricanes to tornadoes and smaller storms like microbursts. Each fan can be manipulated individually and accelerated within a split second.

“It’s a totally new type of facility,” says Horia M. Hangan, director and professor of WindEEE. “For the first five years, 123

Ontario

we will be conducting research with the facility, but after that it will be available for commercial consulting.”

Horia explains that the dome’s potential uses range from evaluating wind impact on building designs to wind farms and power transmission lines.

The institute developed the concept for WindEEE and Toronto-based wind tunnel specialists Aiolos developed the facility’s design.

Tonda broke ground on the multimillion-dollar job in 2012 and recently finished WindEEE in May 2013. “We were the general contractor on site,” notes Darrin. “The majority of the building is within the wind tunnel. The dome exterior is 40-metres in diameter and the testing chamber is 25-metres.

The space between is used to recirculate air and elements, such as piping and ducting, create air blockage so the right location for each install had to be precise.”

Tom describes the project as one-of-a-kind and great for the university and London; however, he is quick to note that the construction wasn’t easy. “Everything had to be dead on,” the company president reveals. “The tolerances they have had to work to are unbelievable.

Even with pouring concrete, the tolerances were very, very high.”

not be able to carry out significant jobs, such as WindEEE, without the help of trusted subcontractors and trades. “We subcontract 95 percent of our work so managing relationships and depending on sub trades is absolutely key,” Tom explains.

Nonetheless, Tonda’s expert management has earned the company a $13 million project at the Schulich Medical and Education Building in London, as well as another significant $19 million addition to UWO’s music facility. “The music building is a cumbersome job, because we have to focus on acoustics and it involves specialty trades,” details Tom. No matter the facility the team tackles, Tom expresses that Tonda takes great pride in each project. “It’s rewarding when we do our job well, the facility looks great and everyone is satisfied,” Tom adds with a smile. After 35 years in business, Tonda Construction Ltd. continues to build satisfaction in support of some of southwestern Ontario’s largest developments. •

Managing Relationships & Building Satisfaction Overall, WindEEE is a big investment for Canada and there has already been international interest in the project.

“The institute is much more than a lab,” adds Horia. “Any type of wind or even energy-related problem, related to the building industry, we’d be able to help.”

According to Tom – though he is more than proud of his team – Tonda would 124 | CABusinessExecutive Winter 2014

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Thermal Aluminum & Glass Ltd.

Commercial and Luxury Residential Window Supply and Installation Services Produced by Sean Barr & Written by Jeanee Dudley

Shay Hanratty founded Thermal Aluminum & Glass Ltd. (TAG), a Calgary-based commercial and residential window design and installation business, in 2009 after working in the industry for 12 years. “I went to school at Southern Alberta Institute of Technology,” Hanratty explains. “Between my first and second years, I worked for a residential window manufacturer. About eight months after graduation, I got a job with the same company in their quality control department and quickly moved up to the glass shop foreman and manager. I was there for three years, moved to another

company for another three years. The final residential stop was at Lux Windows, which was a great job and a great company and I ended my career there as the operations manager to start my own commercial window company.”

Hanratty explains that he pursued commercial windows because there seemed to be a market for a customer servicedriven company. “There appears to be a surplus of residential companies, but there could definitely be more good commercial outfits with capable installers,” he continues.

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“The appeal of the window industry is the technical and architectural aspect. Opposed to just being a hidden technical entity, there is the visual aspect of glass and windows that takes on a large role. I enjoy the design and architectural aspect of that.”

Leading Services Hanratty and his team are consistently working to maintain focus on each TAG customer. While Hanratty acknowledges that service is important, he explains that offering it is not always the easy route.

“Pretty much all of our projects are based on quoting,” Hanratty explains. “We either get leads from faxes or emails that just come in from being on contractors bidders’ lists, or sometimes through word-of-mouth. Even through wordof-mouth, however, this is a pretty price-sensitive industry.

There are always competitive quotes going around and a great relationship never means you can secure the job. This makes it challenging to provide great service, because you have to be competitive with price. Most people are not willing to pay more, even if that means going with a contractor that is less qualified and less attentive.”

residential use. One item they sell that I offer is a multi-slide door system, which can achieve openings pretty much as wide as the imagination can take them. We have done up to 24 feet wide by 12 feet tall patio doors with their products. These are great for the high-end market or restaurant and bar market.”

Recent Projects The TAG team embodies a broad range of experience. From high end-homes to corporate office buildings, Hanratty and his crew are prepared to offer a variety of design and technical solutions. The company has a growing portfolio of both large and small projects utilizing high-tech materials and architectural aesthetics. The company’s recent projects include two high-end homes and an ongoing contract with Great Eagle Casino, which will have the crew busy well into 2014.

“One of the most challenging projects we did was the

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Once a contract is awarded, the crew jumps into action.

Hanratty is proud to note that three of the company’s four office staffers have auto-CAD capabilities. To ensure each customer receives high-quality service, TAG contracts designers when the team has too much on its plate.

“At that point, our clients review and approve our drawings,” Hanratty continues. “Depending on the project schedule, we get ready to place our materials orders. Generally on the commercial side, we use whatever materials they specify. On the residential end of the business, I am often asked for my opinion. That’s part of what keeps me really interested in this business. I like being involved in the drawing stage so I can provide insight to what will work best technically and ascetically while maintaining the budget.”

According to Hanratty, TAG has been selling a lot of Alumicor 2600 series aluminum, which is a high performance commercial curtain wall system. “It works well in homes because of the high performance aspect and the flexibility on what can be achieved with it,” he says. “Another great product line that we are a dealer for is Fleetwood Windows.

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Southridge Emergency Services building in Okotoks,” Hanratty elaborates. “It was a great design but there were a lot of details missing and we included in our scope some aluminum paneling, that from the drawings appeared somewhat simple, but turned out to be over three months of work. Most of that time we had my two most experienced guys on a man lift. It has been a lesson that although aluminum panels and architectural features are inexpensive to buy, they are always a lot more time-consuming then I initially think. I have been taught this lesson a few times now.”

Hanratty is highly involved in the business, although that is changing as his leadership role shifts with company growth.

“I am a project manager for the more difficult projects and will assist the others with the other projects on an as-needed basis,” he explains. “I do most of the site measuring, some of the shop drawings and on really rare occasions some installations. We have grown to the size now where I need to have a hand on the business. I try and remove myself more and more from the daily operations and just oversee things.

I like to have control of the complicated residential projects because generally the architects I work with are very particular and want things to line up perfectly here and there so it is a lot of hands on work, which is often meticulous.”

Fortunately, for everything else he has a great team. Therefore, Hanratty measures his success by the happiness of customers and employees. A high level of service and open lines of communication keep customers satisfied, while internally, Hanratty offers rewards and incentives for his 22 employees.

“I try and maintain a casual atmosphere with flexibility and enjoyment for the staff,” he explains. “We try and do outings, which have included go carting, golfing, Frisbee golfing and other activities. I am hoping to complete an employee lounge this winter, as well, for somewhere to relax and have some team building fun. We pay at the industry standard, but also include some bonuses when times are good. TAG is an opendoor atmosphere and I like to think anyone can come talk to me with requests or concerns and that they feel comfortable doing so.”

Especially in Alberta’s current economic environment, staff can present a major challenge for contractors. Although he is satisfied with his current team, Hanratty has had a hard time finding additional qualified employees to supplement growth.

“It is difficult to find individuals who can take the initiative to think outside the box and solve the complex problems required on-site as they proceed with the installation,” he explains.

Despite industry challenges, the company is growing. In 2014, TAG will celebrate five years in business. Hanratty and his team continue to put customers first, offering the kind of service that earns a contractor a good reputation. Through word-of-mouth referral and positive testimony, Thermal Aluminum & Glass Ltd. continues to leave an impact on the commercial and residential windows market in Alberta and beyond. •

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Thompson Valley Erectors Ltd.

Comprehensive Industrial Contracting in a Resource-based Region Produced by Kyle Gahm & Written by Molly Shaw

For a company that’s only 8 years old, Thompson Valley Erectors Ltd. (TVE) has quickly made a name for itself in multiple markets throughout British Columbia. The diverse industrial construction contractor supports a wide range of industries, including, mining, pulp and paper, seaport expansion, civil construction and oil and gas.

“I wouldn’t say we have a specific niche,” reveals Wayne Welsh, co-founder and general manager of TVE. “We offer great diversity in service, because we’re heavily involved in four to five different industries.”

The Background to Back it Up TVE’s diversity is a reflection of Wayne’s 30-plus years of industry experience, from mill construction to mining and a little bit of everything in between. Over the years, Wayne has worn many hats, from welder and crane operator to site superintendent and estimator

128 | CABusinessExecutive Winter 2014

to his position as the director of CAD mechanical; his background is extensive.

“I started out in saw mill and pulp mill construction and then went into overseas mining,” recalls Wayne. “I built mines in the Caribbean, Dominican Republic and Panama and came back with well-rounded experience.”

In 2005, a mutual friend introduced Wayne to his soon-to-be business partner, Grant Toutant. Together, as co-owners of TVE, Wayne, Grant, Brent Wilkie and Grant Rerick bring over 100 years of combined experience to the table.

“An industry friend hooked us up because he thought we would make a good team,” shares Wayne. “We started the company from scratch and the same friend helped TVE get off the ground with initial financial support and business advice.”

Diversified Industrial Service

Vancouver’s Port Metro infrastructure upgrade.

TVE has been offering a broad scope of industry-specific services ever since from its home base in Kamloops, British Columbia, and the company’s satellite office in Prince George. “We deliver equipment and pipe installation, structural steel erection, mill maintenance and commissioning of industrial processing plants,” details Wayne.

TVE has also worked at the Quintette Coal Mine in the northern part of the province and the Caribou Central Interior at Taseko’s Gibraltar Copper-Molybdenum Mine, in addition to playing an active role in the famous Northern Gateway Terminal expansion.

“TVE is reliable and can take on projects of any magnitude with quality workmanship and focus on safety,” adds Grant.

At TVE’s Kamloops location, the company has a fully equipped fabrication facility, tools and equipment warehouse, service yard and a fleet of vehicles ready to respond for 24-hour emergency service.

On the Verge of an Up-and-coming Industry

TVE relies on a large variety of trusted tradespeople that perform everything from complete mine construction to mechanical and mill installations, plant upgrades, pipe and tank fabrication to civil and earthwork, steel erecting, boiler repairs and pressure vessel repairs and installation. TVE’s team performs regulatory inspections, repairs and upgrades, as well as new equipment installations and 24-hour on-call service.

“We’re currently expanding seaports in Vancouver,” reveals Wayne.

“We like the location and the nature of the work, because it’s going to be an exciting industry over the next five years.” The company is involved at the Neptune and Kindermorgan Terminals for

While Wayne explains TVE utilized diversity to its advantage throughout the economic downturn, especially in the mining industry, he sees the company on the verge of breaking into a promising, future in a big, new resource.

“We live and work in a resource-based region,” Wayne continues.

“While our neighbors in Alberta have the oil sands to go off, the next big thing in British Columbia is going to be liquefied natural gas [LNG] production and support. The Malaysian company, Petronas, has just put a $36 billion offer on the table for LNG development.”

Petronas’ offer includes $11 billion for a proposed LNG export plant, $5 billion for a provincial pipeline, more than $5 billion already spent on Petrona’s December 2012 takeover of Calgary-based Progress Energy Canada Corp., as well as additional natural gas and processing facilities in northeastern British Columbia.

Experts estimate the LNG development will also result in an estimated 3,500 construction jobs.

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“The LNG market is quickly growing and I see us employing the bulk of our tradesmen in this resource-based industry,” continues Wayne. “We’ve come through the recession by staying within our means and avoiding a lot of debt and the outlook is bright in our corner of the world.”

With a favourable business climate and an up-and-coming resource boom on the horizon, TVE is in a position, to yet again, diversify and grow alongside the market. Thompson Valley Erectors Ltd. continues to cover a comprehensive scope of industrial contracting services. • 129

British Columbia

Trans Carrier Ltd.

Leading the Market in Equipment and Rig Hauling for the Oil Industry Produced by Sean O'Reilly & Written by Jeanee Dudley

Joe Kosick founded Kosick Holdings Inc. in the late 1970s as an oil field construction company, serving energy companies in western Canada. Over the years, the business has continued to grow and in 1983, the team added a transportation division, which is now known as Trans Carrier Ltd (TCL). Around the same time, Joe’s son, Michael Kosick, joined the business. Michael’s son, Tyler, now acts as general manager, marking three generations of family ownership and operation.

“I grew up in this industry,” Tyler recounts. “I’ve been involved my entire life. I joined the company officially in 1996 and became manager in 2007.”

Family ownership and long tenure of employees has made TCL one of the most experienced trucking businesses in the region.

Above all else, the crew focuses on safety and customer satisfaction. “Our biggest indicator of performance is that we have the job done to the scope our customer has requested,” Tyler continues. “We want to turn a profit, but it is more important to us that our entire team is walking away with no injuries.”

Diverse Services TCL has built a niche in oil and gas industry hauling, which is where the company gets most of its business. The aggregate hauling division is on the rise; however, there are a number of major construction projects in the area.

TCL’s full time staff of between 70 and 85 includes administrators, management, sales people and operators. The team works from two locations in Fort St. John, British Columbia, as well as Baytree, Alberta. TCL has a large fleet with 38 trucks and 18 pieces of heavy machinery, including the company’s own crushing plant. The business utilizes three 130 | CABusinessExecutive Winter 2014

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gravel pits and operates a surface rentals division, as well as a contaminated soil and hazardous waste division.

“We’ve been on lots of smaller jobs lately,” says Tyler. “Our work is steady, but small. We are currently working with Canadian Natural on a reclamation project. We have been doing some aggregate hauling for Shell and Progress on some high-grade road projects. We have done some stints with Nexen, as well. A lot of what we do is odds and ends, one or two days here, one or two days there.”

According to Tyler, the company’s recent expansion, when buying Back Country Truckin, was great for TCL. “We received a major contract with Canadian Natural and that got the acquisition running really smoothly,” he says. “One of Serving Western Canada the most interesting projects we have and the Arctic been involved with was working with the ministry of transportation. We worked with Inland Kenworth and Falcon Equipment along with the ministry on the design for North America’s largest tractor-mounted picker.”

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Maintaining a Balance With recent instability in the market, Tyler and the team have worked hard to keep costs under control and work coming in. “Our biggest expenses are fuel, insurance and wages,” he says.

“We spend a lot of money to make 131

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is nothing but room for growth if you’re willing to take a risk.” As the team plans the next move, Trans Carrier Ltd. will continue to deliver the highest quality customer service and safety on each contract. •

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money, so we need to be streamlined. The best way for us to increase efficiency is to reduce idle time. We can do that in the summer, but it’s a little harder in the winter. Insurance laws have kept things manageable, so long as you can stay claims free, your problems are minimized.”

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Tyler goes on to note that wages are hard to control in the market.

“It’s difficult to find people to come to our area, especially when there are other businesses competing for the same skilled employees,” he continues. “We offer temporary housing options to try and help transition new employees.”

TCL has also put a number of policies into practice in order to improve performance on-site. “We visit our sites regularly,” Tyler adds. “We have our safety coordinator, Sean Thomas, who helps manage subcontractors and employees. We have to be safe and reliable on top of offering consistent quality in service. Most of our contracts we perform about 95 percent ourselves. With larger projects, that is closer to 70 or 80 percent.”

The company’s subcontractors must adhere to TCL’s guiding principles, as well. “Our focus is to do everything the right way, the safe way and the cost-effective way the first time,” Tyler explains. “Our work is high-paced and demanding, but also rewarding. We work with some great people. When we look back on what we have accomplished each day, it’s really enjoyable. “ Tyler and his team do not have any major plans for the coming years at TCL. “We are looking to pay off some debt and then plan out our next acquisition,” he says. “We will maintain and sustain a steady pattern of growth and look for further opportunities to expand. The market here is good, despite the challenges. I can’t speak on the country’s economy as British Columbia is in a bubble right now with the LNG potential. Here, there 132 | CABusinessExecutive Winter 2014

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